HUMAN RESOURCE MANAGEMENT1

PARTS TO BE STUDIED

PART 1 - Challenges & Framework

PART 2 - Preparation & Selection
PART 3 - Development & Evaluation

DIAGRAMMATIC VIEW
HRM MODEL
Framework
&
Challenges

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Employee
Relation
&
Assessment

Preparation
&
Selection
OBJECTIVES
Societal
Organizational
Functional
Personal

Compensation
&
Protection

Job analysis & Design

HR planning
Recruitment
Selection

Development
&
Evaluation

SOCIETAL

P
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CHAPTER - 5

JOB
ANALYSIS & DESIGN

JOB ANALYSIS & DESIGN

SALIENT ASPECTS
Job A job is a pattern of tasks, duties & responsibilities to be
done by a person
Analysis It is the study about a particular thing , while the
Job analysis means
to study the job patterns of activity to determine the tasks,
duties &
responsibilities needed for each job
Acquiring Information For HR dept professionals to act or
respond in a
proactive manner they must acquire information about the
jobs in the org that
can be acquired from their installed information system
Computerized Information The needed information (in
small operations )
maybe handled by the memory of manger or reliance on

JOB ANALYSIS
INFORMATION

JOB ANALYSIS INFORMATION

AN OVERVIEW
Details of jobs As HR activities grow In scope and
complexity , many duties,
such as recruiting & compensating are delegated to the HR
dept, however
the HR specialists do not know the details of jobs: Job Analysis To be abreast with the knowledge about jobs
& their
requirements , the HR specialists gather data through a
process known as
job analysis, in which information about jobs is
systematically :- Collected
- Evaluated
- Organized

Job Requirements To match job applicants to openings,

the HR specialists

JOB ANALYSIS INFORMATION

AN OVERVIEW
Recorded Job Information It play a crucial role as it influences
the most HR
activities. Some of major HRM actions, rely on Job analysis
information are :- Evaluate how environmental challenges affect individual jobs
- Eliminate unneeded job requirements that can cause discrimination in
employment
- Discover T job elements that help or hinder the quality of work life.
- Plan for future human resource requirements.
- Match job applicants and job openings.
- Determine training needs for new and experienced employees.
- Create plans to develop employee potential
- Set realistic performance standards.
- Place employees in jobs that use their skills effectively.
- Compensate jobholders fairly.

COLLECTION OF JOB
ANALYSIS INFORMATION

COLLECTION OF JOB ANALYSIS

INFORMATION
ANALYST PREPARATION
Employees Information Before collecting the information about
specific jobs,
employees should be in formed about why the job analysis is
being done. An
explanation of the need for the process & assurances will not
have an adverse
effect on employees may ensure greater cooperation
Preliminary Step Another preliminary step is to become familiar
with the external
environment & the org itself (purpose, strategy, designs, in/out
puts & reports etc
Actions by Analysts Once the both, the employees understand
the purpose of job

COLLECTION OF JOB ANALYSIS

INFORMATION
JOB IDENTIFICATION
Identification Analysts identify the different jobs in the
org before they
collect job information
Construct of Lists In large companies, analysts may
have to construct lists
of jobs from/ through :- Payroll records
- Organization charts
- Discussions with workers & supervisors

Earlier Record Analysts may be able to use earlier

records to identify
many of the jobs in the firm in case the job analysis has
been done

COLLECTION OF JOB ANALYSIS

INFORMATION
QUESTIONNAIRE DEVELOPMENT

Checklists / Questionnaires To study jobs, the analysts

usually develop
checklists or questionnaires (also known as job analysis
schedules) this ensures
that the information is collected in a consistent manner for all
jobs
Job Analysis Schedule It uncovers the duties, responsibilities,
human abilities &
performance standards of the jobs investigated
Similarity The similar jobs should be studied with identical
checklists or dealt
with same questionnaire ,however the different questionnaires
for similar jobs
should never be applied
Differences The analysts desires to determine the differences
in the job
information to reflect variation in the jobs, rather than
differences in the
questions

COLLECTION OF JOB ANALYSIS

INFORMATION
DATA COLLECTION
Interviews An effective way - Face to face interview with one
interviewer
Panel of Experts A time taking - Face to face interview with
group of
interviewer
Mail Questionnaires A lower level accuracy By mailing the
questionnaire to
the candidate
Employee log The accurate information can only be received
if the employ
make the entries in his log diary accurately during the entire
job cycle
Observation A slow process & les accurate Direct
observation may miss
regularly occurring activities

APPLICATION OF JOB
ANALYSIS INFORMATION

APPLICATION OF JOB ANALYSIS

INFORMATION
JOB ANALYSIS APPLICATION
Information transformation The HR depts obtain information
about jobs through preparation & collection phases of job analysis &
the immediate application of said information transforms it into job
descriptions, job specifications & job standards
Note : The relationship between the preparation, collection, and

application of
job analysis information is shown below (book
page 127, Figure 5-4)

APPLICATION OF JOB ANALYSIS

INFORMATION
JOB DESCRIPTION
Job Description: A job description is a written statement that
explains the duties,
working conditions, & other aspects of specified job. There may be
two
approaches to write such, narrative discretion in paragraphs or
breakdown
disruption into several sub parts. The job identity may include a job
code e.g
numbers, letters, or both to provide a quick summary of a job & job
comparison
Job Summary & Duties After the job identification section, next part
of the job
description is the job summary, a written narrative that concisely
summarizes the job in a
few sentences. It tells what the job is, how it is done, and why

Working Condition A job description also explains working conditions

that may go
beyond descriptions of the physical environment. Hours of work safety &

APPLICATION OF JOB ANALYSIS

INFORMATION
JOB SPECIFICATION

Perspective The difference between a job description & a job

specification is a
matter of perspective:- A job description defines what a job is; it is a profile of the job
- A job specification describes the job demands on the employees who
do it & the human
skills that are required

Working Conditions The conditions found in job descriptions

may be translated
by specifications into demands faced by workers. An example
for the job of
hospital orderly (book page 133, Figure-5-8 )

APPLICATION OF JOB ANALYSIS

INFORMATION
JOB PERFORMANCE STANDARDS
Job Standards These standards serve two functions:
First, they become targets for employee efforts:- The challenge of or pride in meeting objectives may motivate
employees
- As standards met, workers may feel a sense of accomplishment /
achievement

Second, standards are criteria against which job success is

measured:- They are vital to managers & HR specialists who attempt to control
work performance
- Without standards, no control system can evaluate job performance

THE HUMAN RESOURCE

INFORMATION SYSTEM (HRIS)

THE HUMAN RESOURCE

INFORMATION SYSTEM (HRIS)
Important Additions The job
description,
job specifications & the performance
standards are important additions to
HRIS
Computer Based Trend HRIS is
currently in
use do not allow wide range of text &
graphic information integration,
however,
the trend toward computer-based
support
systems for decision makers, combined
with the growing use of computers & the
need to reduce staff costs, is leading
more
depts to create online systems

THE HUMAN RESOURCE

INFORMATION SYSTEM (HRIS)
Access To HR Information Trend to
inter
connect various HRIS systems leading to
a truly integrated HRIS through which,
HR
professionals & line managers can
access
HR information
HRIS Barriers
Gaining support from top
management for transition &
maintenance cost associated with the
fully inter connected real time system
Getting far flung operations to
standardized & collect information
about local personal practices

THE HUMAN RESOURCE

INFORMATION SYSTEM (HRIS)
LEGAL CONSIDERATIONS
Legal Considerations Particularly arise in the area of equal
employment
opportunities .It is important for HR specialist to include in job
description &
specifications only those items that are job related than vague
Ignorance to Legality The ignorance to legal considerations
lead to futile exercise
& unnecessary legal complications

ORGANIZATION OF THE DATABASE

Job Families These are the group of jobs that are closely
related in terms of
duties, responsibilities, skills & other job elements that constitute
a job family
such as the jobs of;-

THE HUMAN RESOURCE

INFORMATION SYSTEM (HRIS)
Data Base HR dept need job analysis information that is
organized around job
families to keep a data base that facilitates the HR decision
making accurate
Construction Job families can be constructed in following ways
by :- Careful study of job analysis information & identifying similar
requirements by
matching job descriptions with the jobs
- Using the codes in the Dictionary of Occupational Titles, where
similarities in
job codes indicate similarities in jobs
- Using Position Analysis Questionnaire PAQ a standardized
printed form used to

OVERVIEW
OF
JOB DESIGN

OVERVIEW OF JOB DESIGN

Job Foundation Jobs are the
foundation
of org productivity & employee
Satisfaction
Job Design Well designed jobs will
play
An increasingly important role in the
success & even survival of many
orgs: The design of a job reflects the
elements e.g organizational,
environmental, & behavioral demands
placed on It
The job designers take these elements
into consideration & try to create jobs
that are both productive & satisfying
Employees productivity & satisfaction
provide feed back that who well a job is
designed

OVERVIEW OF JOB DESIGN

ORGANIZATIONAL ELEMENTS
Job Efficiency Orgl elements of job design are concerned with
job efficiency as
was first formalized by management scientists. They devoted
much of their
research to finding the best ways to design efficient Jobs. (book
page 138 , Figure
5-11 )

OVERVIEW OF JOB DESIGN

Mechanistic Approach
- It involves identifying every task in a job so that tasks can be
arranged to minimize the
time & effort expended by workers
- Once task identification is complete, a limited number of tasks are
grouped into a job,
which, result in specialization
- Specialized jobs lead to short job cycles, the time to complete every
task in a job
- It stresses on efficiency in effort , time , labor , costs, training &
employ learning time

Work flow: It is the sequences & balance between the jobs in an

org needed to
produce the firms goods or service efficiently. Once the
sequence of the jobs is
determined then the balance between the jobs is established
Ergonomic It is the study of biotechnical relationships between
the physical

OVERVIEW OF JOB DESIGN

ENVIRONMENTAL ELEMENTS
Employee Abilities & Availability Efficiency considerations
must be balanced
against the abilities & availability of the people who are to do the
work
Social & Cultural Expectations The acceptability of a jobs
design is also
influenced by social & cultural expectations
Growing Diversity The growing diversity of the workforce,
these expectations
will play an increasingly important role in designing jobs

OVERVIEW OF JOB DESIGN

ENVIRONMENTAL ELEMENTS
Behavior Jobs cannot be designed by using only the elements
that aid efficiency
instead, jobs designers draw heavily on behavioral research to
provide a work
environment that helps satisfy individual needs
Key Behavioral Elements Higher-level needs are of particular
importance. The
researchers provided a useful framework when they suggested
that People with

a strong desire to satisfy higher-order needs performed their best when

placed
on jobs that were high on certain dimensions These are:-

- Autonomy Having the responsibility for work

- Variety Use of different skills and abilities
- Task Identity Doing the whole piece of work
- Tasking Significant Doing a work with back of mind that
the work is important

BEHAVIORAL & EFFICIENCY

TRADE-OFFS

BEHAVIORAL & EFFICIENCY

TRADE-OFFS
SALIENT ASPECTS
Advocacy For Behavioral Elements The behavioral elements
of job design tell
managers & job design
specialists to add more in :-

Autonomy
Variety
Task identity
Task significance
Feedback

Stress For Efficiency Element The efficiency element stress

greater specialization,
less variety, & minimum autonomy
Trade Offs Making jobs more efficient may cause them to be
less satisfying while
the satisfying jobs may prove to be inefficient. Therefore the

BEHAVIORAL & EFFICIENCY

TRADE-OFFS
Graph A: Productivity
Versus Specialization
Graph B: Satisfaction
versus Specialization
Graph C: Learning versus
Specialization
Graph D: Turnover versus
Specialization

TECHNIQUES
OF
JOB REDESIGN

TECHNIQUES OF JOB REDESIGN

UNDER-SPECIALIZATION
Work Simplification
- When jobs are not specialized enough, the job designers
engage in work
simplification to simplify the job . Unneeded tasks are
Identified & eliminated.
& what remains that contain fewer tasks
- The risk with work simplification is that the jobs may become
so specialized
that the boredom causes errors or resignation
Reengineering
- Another view is called reengineering, which identifies the
desired outcome of a
system or subsystem and restructures jobs and even depts to
radically increase
performance

TECHNIQUES OF JOB REDESIGN

OVER SPECIALIZATION
IMPROVING THE QUALITY OF WORK To increase the quality of
work life for those who hold specialized jobs, managers & job
designers can use a variety of methods to improve jobs
Job Rotation It is the process of moving employees from one
Job to another to
all allow them more variety in Jobs & provide the opportunity to
learn new skills
Job Enlargement It means adding more tasks to a job to
increase the job cycle
Job Enrichment It means adding responsibilities, autonomy &
control in a job
Autonomous Work Team These are the teams of workers

THANKS