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Job Specification:

Also known as employee specifications, a job specification is a written statement of educational qualifications, specific qualities, level of experience, physical, emotional, technical and communication skills required to perform a job, responsibilities involved in a job and other unusual sensory demands. It also includes general health, mental health, intelligence, aptitude, memory, judgment, leadership skills, emotional ability, adaptability, flexibility, values and ethics, manners and creativity, etc.

Purpose of Job Specification:

Described on the basis of job description, job specification helps candidates analy e whether are eligible to apply for a particular job vacancy or not. It helps recruiting team of an organi ation understand what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening.

!ob "pecification gives detailed information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more.

It helps in selecting the most appropriate candidate for a particular job.

Information Contained In Job Specification:

Personal characteristics such as education,job experience,age,gender,extra curricular activities ,etc. Physical #haracteristics such as height,weight,vision,hearing,fitness,health,etc.

Mental #haracteristics such as general intelligence,memory,judgement,foreseight,etc. Social and Psychological characteristics such as emotional ability,flexiblility,manners,creativity,group behavior,etc.

Components of Job specifications:

Qualifications$ %hese comprise of the education &equirements, degrees, certifications and marks of an individual, especially in case of a fresher Experience$ !ob experience would consist of the number of years spent in that particular field for which one is applying Skills and no!ledge$ %hese may include different skills, theoretical, practical and technical knowledge, required for a particular job Physical or personal characteristics $ %hey may include the inherent characteristics of the individual which are very necessary for determining a candidate's personal and professional aptitude. (or example, in the field of media, one would require a degree or diploma in mass communication or a speciali ed field. )e or she should have excellent communication skills, must be presentable especially for visual media, should be hardworking, have mastery over language, good analytical skills and must possess presence of mind.

Introduction of "rm:
%he human resources of an organi ation consist of all people who perform its activities. )uman resource management *)&+, is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organi ation concern the )rm function. %he activities involved in )&+ function are pervasive throughout the organi ation. -ine managers, typically spend more than ./ percent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. )uman resource management specialists in the )&+ department help organi ations with all activities related to staffing and maintaining an effective workforce. +ajor )&+ responsibilities include work design and job analysis, training and development, recruiting, compensation, team0building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. )&+ department provides the tools, data and processes that are used by line managers in their human resource management component of their job.

#hat is the focus of "$M department%

1%he )&+ focus should always be maintaining and, ideally, expanding the customer base while maintaining, and ideally, maximi ing profit. )&+ has a whole lot to do with this focus regardless of the si e of the business, or the products or services you are trying to sell.2 *Dr. !ames "pina, former head of 3xecutive Development at the %ribune #ompany,. )&+ is involved in managing the human resources with a focus on expanding customer base that gives profit to the company. %he bottom line of the company is the focus of the )&+ department as well as the function.

&he 'cti(ities of "uman $esources Management:

%he activities performed by )&+ professionals fall under five major domains$ *4, 5rgani ational design, *6, "taffing, *7, 8erformance +anagement and Appraisal, *9, 3mployee and 5rgani ational Development, and *., &eward "ystems, :enefits and #ompliance

Ma)or &rends 'ffecting "$M:

%he following trends have an effect on human resource management function and department. %he importance of )&+ increases due to some of them and the practices of )rm are affected to some extent due to some of them. 4. Increased globali ation of the economy. 6. %echnological changes and environmental changes. 7. %he need to be flexible in response to business changes. 9. Increase in litigation related to )&+. .. #hanging characteristics of the workforce.

E(olution *f "rm:

:y the time enough theoretical evidence existed to make a business case for strategic workforce management, changes in the business landscape and in public policy had transformed the employer0employee relationship, and the discipline was formali ed as ;industrial and labor relations;. In 4<47, one of the oldest known professional )& associations=the #hartered Institute of 8ersonnel and Development=was founded in 3ngland as the >elfare >orkers Association, then changed its name a decade later to the Institute of Industrial >elfare >orkers, and again the next decade to Institute of -abour +anagement before settling upon its current name. -ikewise in the ?nited "tates, the world@s first institution of higher education dedicated to workplace studies=the "chool of Industrial and -abor &elations=was formed at #ornell ?niversity in 4<9.. During the latter half of the 6/th century, union membership declined significantly, while workforce management continued to expand its influence within organi ations. ;Industrial and labor relations; began being used to refer specifically to issues concerning collective representation, and many companies began referring to the profession as ;personnel administration;. In 4<9A, what would later become the largest professional )& association= the "ociety for )uman &esource +anagement *")&+,=was founded as the American "ociety for 8ersonnel Administration *A"8A,. Bearing the 64st century, advances in transportation and communications greatly facilitated workforce mobility and collaboration. #orporations began viewing employees as assets rather than as cogs in a machine. ;)uman resources management;, consequently, became the dominant term for the function=the A"8A even changing its name to ")&+ in 4<<A. ;)uman capital management; is sometimes used synonymously with )&, although human capital typically refers to a more narrow view of human resourcesC i.e., the knowledge the individuals embody and can contribute to an organi ation. -ikewise, other terms sometimes used to describe the field include ;organi ational management;, ;manpower management;, ;talent management;, ;personnel management;, and simply ;people management;.

Case Study +
+r. Dishore is a :ranch +anager of Indian :ank at one of its village branches. Eery often +r. Dishore was left alone in the bank after . p.m to tally accounts, day books, and complete all other formalities.5n 7/th December, +r. Dishore was working till past 6 a.m. tallying the accounts since hardly one day he was left for closing the accounts for the year. 5n this fateful night, the :ranch +anager was attacked by a band of robbers, who looted &s. . -akh after brutally wounding +r. Dishore's right hand, which had to be amputated later. After his recovery, the :ranch +anagement was of opinion that +r. Dishore violated the job specification by working beyond the stipulated hours of work. )e, in the view, was not entitled to any compensation as the accident occurred during non0 employment hours. %hey also called for an explanation as to why the amount lost cannot be recovered from his salary and 8rovident (und. 4. )ow do you justify the bank's stand in this caseF As Mr. Kishore was working till past 2 a.m. tallying the accounts violating the job specification by working beyond the stipulated hours of work the bank is justifiable in its decision taken. It was not the fault of bank as Kishor was working without any prior permission of the bank. Bank has all the rights for the action on Mr.Kishor for violating the rules and make company pay a loss of lakh rs.

6. >hat modifications do you suggest in job specification to overcome such incidents in futureF Mr. Kishore violated the job specification by working beyond the stipulated hours of work. !o overcome such incidents in future the company has to make a strict watch on the employees for not letting them work after the office hours and incase of overtime after the office hours prior permission should be taken from supervisors. Also a rule for non compensation should be made for violating this type of rules.

4, >hat are the main problems in this caseF

Ans, )ere the main problem is, first of all the bank had taken decision to decentrali ed the hiring process and hence asked all the regional managers to select their own candidates. "o +r.Damlesh "harma who was a regional manager in Agra, )ad asked all the departmental heads and branch managers to write their job description and job specification and estimate man power needs and send all data directly to him. )e asked to +r. "hankar dayal also,who was the regional )& manager for the Agra region. )e was against for that new process. :ecause he thought the main job of the )& manager is to recruit the people. Bot only that he thought if the order given to all departments means they will miss use their opportunity, they don't know properly what they want, the departmental heads doesn't know how to recruit the people. %he 5rgani ation must be diluted. It may have chance to spoil theorgani ation. "o )& manager thinks that it is not a correct decision which was taken by the central bank which was located in Delhi. "o hence these are the +ain problems in this case. 6,>hat should be done to resolve the conflict between the &egional manager and &egional )& managerF Ans, %o resolve the conflict between the &egional manager and &egional )& manager is that the regional manager +r. Damlesh "harma has to compromise to the )& manager. In his point of view his way of thinking is right. Bational bank of India is not a small bank. It is very big commercial bank and reputated bank. %hey should maintain some levels. %hey should not take wrong decisions like this. %his decision may spoil the authority of the managers. "o hence they is only one solution that accept what "hankardayal said. )ence it is solution to resolve the conflict between regional manager and regional )& manager.