LEARNING OUTCOME

 Developing performance standards: job

analysis and job description.
 Human resource management process.
 Manpower/ HR planning.
 Recruitment and downsizing options.
 Recruiting job candidates.
 Supervisor’s role in the employee selection
process.
 Selecting new employees.
 JOB CHARACTERISTICS MODEL
The Job Characteristics Model was developed by Richard Hackman and Greg
Oldham. This model describes jobs in terms of five characteristics:

Skill variety. The extent to which a job requires a variety of skills to carry out
the tasks involved.
Task identity. The degree to which a job requires completing a "whole" piece of
work from beginning to end (e.g., building an entire component or resolving a
customer's complaint).
Task significance. The extent to which the job has an important impact on the
lives of other people.
Autonomy. The degree to which the job allows an individual to make decisions
about the way the work will be carried out.
Feedback. The extent to which a person receives clear information about
performance effectiveness from the work itself.

The more of each of these characteristics a job has, the more motivating the job
will be, according to the Job Characteristics Model. The model predicts that a
person with such a job will be more satisfied and will produce more and better
work. This approach to designing jobs includes such techniques as job
enlargement, job enrichment, self-managing work teams, flexible work
schedules, and telework.
ACQUIRING THE RIGHT PEOPLE
What is Human Resource Planning
Human resource planning involves getting the
right number of qualified people into the right
jobs at the right time.

In light of the organization’s

objectives, corporate and
business level strategies, HRP
is the process of analyzing an
organization’s human resource
needs and developing plans,
policies, and systems to satisfy
those needs
 5 Steps to Human Resource Planning

1. Determining the workload inputs base on the

corporate goals and objectives.
2. Studying the jobs in the company and writing
the job description and job specifications.
3. Forecasting of manpower needs.
4. Inventory of manpower.
5. Improvement plans.
 Downsizing
What is Downsizing?
• A downsizing strategy reduces the scale (size)
and scope of a business to improve its financial
performance (Robbins & Pearce, 1992).

• A reduction of the workforce is one of only

several possible ways of improving profitability
or reducing costs.
 Downsizing Effects: Employee Morale
• Employee motivation disrupted: increase in
political behaviors, anger, fear - which is likely to
negatively impact quality of customer service

• Violation of psychological contract, leads to

cynicism, lowered work commitment, fewer
random acts of “good will”

• “Survivors” experience more stress due to

longer work hours with re-designed jobs, and
increased uncertainty regarding future
downsizings
 Alternatives to Downsizing

Employment Changes in Compensation

Policies Job design Policies Training

Attrition Transfers Pay freeze Retraining

Hiring Freeze Relocation Overtime pay cut
Cut PT employees Job Sharing Use vacation
Cut interns Demotions and leave days
Cut temps Multi-tasking Pay cuts
Voluntary time off Profit sharing
Reduced work or variable pay
hours Reduce transport
and entertainment
benefits
RECRUITMENT AND SELECTION
Recruitment :
Recruitment is a process of attracting
candidates towards a job in an organization.
When a vacancy for a job exists recruitment
is initiated.

Selection :
Selection is a process of hiring right person
for a right job at a right time at a right
cost.
Selection follows recruitment.
 Recruitment and Selection Process
Step 1 Step 2 Step 3

Planning for Recruitment: Locating Selection:

Recruitment & Selection Prospective Candidates Evaluation and Hiring

• Screening
• Job Analysis Resumes and
• Job Qualifications Applications
• Job Description • Initial Interview
• Recruitment & • Intensive Interview
• Internal Sources
Selection • Testing
• External Sources
Objectives • Background
• Recruitment & Invest.
Selection • Physical Exam
Strategy • Selection Decision
and Job Offer
 RECRUITMENT AND SELECTION PROCESS

Vacancy: Replacement or new position

Job Analysis: Process of collecting and analysing info about the job,
eg. purpose, responsibilities, tasks, remuneration, etc.

RECRUITMENT
Job Description: Broad statement of the tasks, duties and
responsibilities of the job
Job : Characteristics, experience, knowledge, academic and
Specification job qualifications and personality/attitude
Attracting : Internal and external sources, agencies, universities
Applicants
Interview : Sort applications, preparation of documentation
Prepration

Shortlisting: Compare applications with job specifications

SELECTION
Selection : Interview, IQ & Personality tests, Medical and
Reference checks

Offer: Contract of employment sent to successful applicant

Induction: The recruit is given information on the job and the firm
 DEFINITION – JOB ANALYSIS

Job analysis is the systematic process of determining a job’s

duties and responsibilities, attitude, skills and knowledge required,
working conditions under which it is performed, the compensation
and all other aspects relating to the job. Job analysis is used to
prepare job descriptions and job specifications.

Job description provides information regarding the duties and

responsibilities of the job.

Job specification will list the minimum accedptable

qualifications, attitude and competencies to perform the job.

A job is a task or group of tasks, often regular and performed in

exchange for payment.

A position is equivalent to the 'Job Title' (For example - HR

Manager) to perform a collection of duties and responsibilities.
TYPES OF JOB ANALYSIS

COMPETENCY BASED

Competencies
Individual capabilities that
can be linked to enhanced
performance by individuals
or teams.

 Technical competencies
 Behavioral competencies
SAMPLE OF JOB SPECIFICATION (REQUIREMENT)
• Minimum 3 years proven working experience as HR
manager
• People oriented and results driven
• Demonstrable experience with human resource
metrics
• Knowledge of HR systems and databases
• Ability to architect strategy along with leadership
skills
• Excellent interpersonal and written communication,
negotiation and decision making skills
• Competence to build and effectively manage inter-
personal relationships at all levels of the company
• In-depth knowledge of labour laws, IR law, employee
relations and HR best practices
• BS/MS degree in Human Resources or related field
 SAMPLE JOB DESCRIPTION OF A HR MANAGER

• Develop and implement HR strategies and initiatives aligned with the

overall business strategy
• Bridge management and employee relations by addressing demands,
grievances or other issues
• Manage the recruitment and selection process
• Support current and future business needs through the development,
engagement, motivation and preservation of human capital
• Develop and monitor overall HR strategies, systems, tactics and
procedures across the organization
• Nurture a positive working environment
• Oversee and manage a performance appraisal system that drives high
performance
• Maintain pay plan and benefits program
• Assess training needs to apply and monitor training programs
• Report to management and provide strategic decision support .
• Ensure legal compliance throughout human resource management
 JOB ANALYSIS
A BASIC HUMAN RESOURCE MANAGEMENT TOOL
18

Tasks Responsibilities Duties  Human Resource

Planning
 Recruitment
Job  Selection
Descriptions  Training & Development
Job  Performance Appraisal
Analysis
 Compensation & Benefits
Job
Specifications  Safety and Health
 Employee & Labour
Relations
 Legal Considerations
Competencies Knowledge Attitude  Job Analysis for Teams
Skills
Abilities
 RECRUITMENT METHODS
INTERNAL RECRUITMENT
METHODS
 Job Posting – a procedure
to inform employees of a
job opening
 Job Bidding – a technique
that permits employees
who believe they possess
the required qualifications
to apply for an existing
vacancy
EXTERNAL RECRUITMENT
METHODS
 Advertising
 Private and public
employment agencies
 On-line employment
agencies
 Job fairs
 Executive search fairs
 Employee referrals
 Internships
 Open houses at colleges
and universities
 Recruitment and Selection

Recruitment : is the process of generating a

pool of capable people to apply for
employment to an organization.

Selection : is the process by which managers

and others use specific instruments to choose
from a pool of applicants a person or persons
most likely to succeed in the job(s), given
management goals and legal requirements.
 THE SELECTION PROCESS

Review of
Preliminary
Applications/ Interviews
Interview
Shortlisting

Reference &
Medical Selection
Background
Checks Tests
Checks

Employment Induction &

Offer Orientation
 Selection Methods

Initial Substantive Contingent

Assessment Assessment Assessment
Methods Methods Methods
 Resumes & cover  Ability tests  Drug tests
letters  Personality tests  Medical exams
 Application blanks  Job knowledge
 Biographical tests
information  Performance tests
 Reference reports & work samples
 Screening  Integrity tests
interviews  Interviews
 FUNCTIONS OF A SUPERVISOR

A supervisor’s role in human resource management is that of

setting the strategic course for the department to improve
company performance. The supervisor can use HR to create levers
to influence how workers focus their energy and select workers
with skills and interests aligned with the company’s goals.
 FUNCTIONS OF A SUPERVISOR

Guiding Employee Selection Criteria

A supervisor must set the strategic course of the human
resource department. This means setting the correct criteria
for selecting staff. The supervisor should match your small
business's core needs to the skill set of the staff. Not every
skill needed by your company will be a strength of each
employee, but on a cumulative basis the supervisor must
attempt to have employees that cover some of the areas of
expertise so that every major key function can be met. This is
harder for soft skills such as team building, facilitation and
influencing key

Staffing. This is the function by which supervisors figuratively

put flesh on the organizational structure. Supervisors first
figure out exactly how many and what kinds of employees a
department will need to carry out its work. They then interview,
select, and train those people who appear to be most suitable to fill the
open jobs.
Characteristics of an effective HR plan

- Real-time personnel needs-based projection.

- Futuristic plan of action.
- Matching with organization’s future
institutional and functional strategies.
- Balance between time, load of workforce,
sources of recruitment and selection and
cost of recruitment and selection.
- Compliance with environmental changes.