Role Analysis

1
 Meaning of Role Analysis

 Role analysis is a process of analyzing the

role of a manager in relation to the roles
of other managers or members of the
organization who get affected by his
performance.

2
 Definition

 P. N. Singh, “Role analysis is a

participatory process which aims at
defining the work content of a role in
relation to all those with whom the role
occupant has significant interaction in the
performance of his jobs.”

3
 Process of Role Analysis

Focal Role Role Set Members

Expectations
&
Contributions

Discussion

Role Consensus

Key Performance Areas Critical Attributes

4
 Focal Role

 Identification of Key Position

 The first step is to identify focal role. The
focal role is the manager whose role is to
be analyzed.

5
Identification of Role Set Members

 The next step is to identify the role set

members. The role set members are the
various members in the department or
organization with whom the focal role
has to interact to accomplish goals.

6
 Listing out Expectations and
Contributions
 The Focal Role (Role Holder) has to write
down his expectations from and his
contributions to the Role Set Members.
 The Role Set Members also have to write
down their expectations from and
contributions to the Focal Role.

7
 Discussion

 The focal role and role set members hold

discussion. In this discussion, they
compare the two lists of expectations
and contributions.

8
 Role Consensus

 The discussion leads to role consensus

which the focal role needs to undertake.
The role consensus is arrived only after a
good discussion on the expectations and
contributions are stated in the two lists.

9
 Identification of Key Performance
Areas
 The group i.e. focal role and the role set
members identifies ‘key performance
areas’ in which the focal role needs to
concentrate.

10
 Identification of Critical Attributes

 The role set members may be asked to

indicate the critical attributes in the
areas of knowledge, attitude, skills and
behaviour required for the focal role.
Such critical attributes enable the focal
role to perform his role effectively.

11
 Review of Performance

 The performance of the focal role is

reviewed either by the superior of the
focal role or by the role set members or
any other appraising authority.
Necessary feedback is provided to the
focal role so that he can correct his
weaknesses and consolidate his
strengths.
12
Uses, Applications and Advantages
of Role Analysis
 Role clarity
 Identification of main functions
 Critical Attributes
 Setting goals
 Placements
 Performance appraisal

13
Uses, Applications and Advantages
of Role Analysis
 Training needs
 Team work
 Second line executives
 Motivation
 Career Planning
 Selection

14
 Distinguish between Job
Analysis and Role Analysis

15
 Meaning
 Job Analysis  Role Analysis
 It is systematic  It is participatory
collection and process, which aims
studying information at defining the role
relating to operations content in relation to
and responsibilities of all those roles of Role
a specific job. Set Members.

16
 Suitability
 Job Analysis  Role Analysis
 Operative jobs  Managerial jobs

17
 Who conducts?
 Job Analysis  Role Analysis
 Job Analyst who  Interaction between
occupies advisory the Focal Role and
position the Role Set Members

18
 Frequency
 Job Analysis  Role Analysis
 Not very frequently  More frequently

19
 Information
 Job Analysis  Role Analysis
 Job Description  Key Performance
 Job Specification Areas of the Focal
Role
 Critical Attributes of
the Focal Role

20
 Type of concept
 Old concept  New Concept

21
Career Planning

22
 Meaning of term Career
 It denotes all the jobs that are held during
one’s working life.
 It consists of a series of properly
sequenced role experiences leading to an
increasing level of responsibility, status,
power and rewards.
 It represents an organized path taken by
an individual across time and space.

23
 Career Related Terms

 Career Goals: The future positions one

strives to reach as part of a career.
 Career Path: The sequential pattern of
jobs that form a career.
 Career Progression: Making progress in
one’s career through promotions.
 Career Counselling: Guiding and advising
people on their possible career paths and
what they must do to achieve promotions.24
 Career Related Terms

 Mentoring: The process wherein an

executive or senior employee serves as a
guide, friend, philosopher and confidante
to the new entrant.
 Career Anchor: The basic drives that give
the urge to take up a certain type of
career.

25
 Career Anchor (Drives)

 Technical Competence – continuous

learning and updating one’s expertise in a
technical or specialized area such as
quality control, advertising, public
relations etc.
 Managerial Competence – opportunities
for higher responsibility, decision-making,
control and influences over others.
26
 Career Anchor (Drives)

 Security and stability of career.

 Autonomy and independence of action.
 Creativity, innovation and risk-taking.

27
 Concept of career Planning

 Career Planning the systematic process by

which one selects career goals and the
path to these goals.
 From the organization’s viewpoint it
means helping the employees to plan their
career in terms of their capacities within
the context of organization’s needs.

28
 Concept of career Planning

 It involves designing an organizational

system of career movement and growth
opportunities for employees from the
employment stage to the retirement
stage.
 It is managerial technique for mapping out
the entire career of young employees.

29
 Career Plan for MBA Graduate

1. Management trainee 22
2. Asst. Manager 25
3. Deputy Manager 30
4. Manager 35
5. Deputy General Manager 40
6. General Manager 45

30
 Features of Career Planning
 It is a process of developing human
resources rather than an event.
 It is a continuous process due to an ever
changing environment.
 It is not an end in itself but a means of
managing people to obtain results.

31
 Features of Career Planning

 It is the responsibility of an organization

to provide guidance and counseling to its
employees in planning their careers and in
developing and utilizing their knowledge
and skills.
 The basic aim is integration of individual
and organizational needs.

32
 Objectives of Career Planning

 To attract and retain the right type of

persons in the organization.
 To map out careers of various categories of
employees suitable to their ability and
willingness
 To ensure better use of human resources
through more satisfied and productive
employees.
33
 Objectives of Career Planning

 To have a stable workforce by reducing

turnover and absenteeism.
 To increase the utilization of managerial
reserves within an organization.
 To improve motivation and morale of
employees.

34
 Relation between Career Planning
and Manpower Planning
 Manpower Planning provides an inventory
of skills and potentials available within an
organization. But Career Planning
determines who (on the basis of
Performance and Potential) could be
groomed for higher level assignments,
where, when and how (i.e. after what kind
of training).
35
 Relation between Career Planning
and Manpower Planning
 Manpower Planning provides information
about the human resources available
within the organization for expansion,
growth and technological innovations. But
Career Planning only tells as to who could
succeed in case of retirement, death,
resignation, etc. of existing personnel.

36
 Manpower Planning provides
following information for Career
Planning
 Inventory of Human Resources
 Manpower needs in terms of number, type, skills,
levels and time
 Changes in functions and activities, two, five or ten
years hence..
 Nature and extent of behavioral changes required
to meet manpower needs.
 Availability of human resources within and outside
the organization, training opportunities, training
resources and training time. 37
 Succession Planning

 A Succession Plan is to fill key positions over

time.
 It is essential for the survival and success of
an organization.
 The purpose of Succession Planning is to
identify and develop people to replace
current incumbents in key positions in cases
of resignation, retirement, growth etc.
 Succession can be from within or from
outside the organization. 38
 Relation between Career Planning
and Succession Planning
 Career Planning and Succession Planning
appear to be similar but not synonymous.
 Career Planning covers all levels of
employees whereas Succession Planning is
generally required for higher level of
executives.
 Succession Plan involves identification of
vacancies that are likely to occur in the
higher levels and locating the probable
successors. 39
 Relation between Career Planning
and Succession Planning
 Succession Planning facilitates continuity of
the organization.
 Career Planning may consist of charts
showing the career paths of different
categories of employees showing how they
can advance up in the organization.
 Succession Plan consists of a runner up chart
or succession chart for a particular position
such as General Manager. 40
 Steps in Career Planning

 Preparation of Personnel Inventory – status,

duties, qualifications, age, aptitude, ability
and acceptability (surplus or shortage)
 Identifying Career Needs – (HR Manager
may assist)
 Identifying career Opportunities
 Matching of Employee’s Aspirations with
Career Opportunities
41
 Steps in Career Planning
 Formulating and Implementing Strategies
 Changes in the career systems by creating new
career paths
 Changing employee needs and aspirations – to help
scale down unrealistic goals and/or creating new
aspirations
 Seeking new basis of integration through problem
solving, negotiations and compromise
 Training and development to meet individual and
organizational needs
 Reviewing career Plans 42
 Advantages of Career Planning
 Knowledge of various career opportunities
 Helps to select the career which is suitable to
his life style, preference, family environment
and self development
 Helps to identify talented employees
 Internal promotion, up gradation and
transfers boost up motivation and morale
 Lowers employee turnover
 Enhances job satisfaction
 Improves employees’ performance 43
 Limitation of Career Planning
 Not suitable for small organizations
 Not suitable for unskilled and semi-skilled
jobs
 Long term planning not feasible
 Political intervention
 Some careers do not have much scope for
advancement
 Technological and economic factors may lead
to declining stage to some career
44
Requirements of Effective career
Planning
 Top management support
 Growth and expansion
 Clear goals
 Proper selection
 Motivated and hardworking staff
 Proper age balance
 Management of Career Stress
 Fair promotion policy
 Adequate publicity 45
 Career Development
 Essential for implementing Career Plans
 Undertaken by individual employees and the
organization to meet career aspirations and
job requirements
 Every employee must accept his
responsibility for development
 Career Planning and Organizational Career
Planning will prove really useful if they are
properly integrated
46
 Individual Career Planning
Organizational Career Planning
Assess personal interests and abilities
Collect data about organizational
Integrate short-term and long-term
Opportunities
human resource needs
Set career goals
Develop a career plan for each individual
Develop a strategy to achieve career
goals

Integrate organizational needs and individual career plans

Designing individual career paths, create developmental
Strategies and provide career counseling

Career Development
Implement career plans
Publicize job vacancies
Appraise employee performance
Employee development through on-and
-off the job experiences
Evaluate career progression 47
Elements of career Development

 Career Need Assessment

 Developing and Publishing career
Development Opportunities
 Need-Opportunity Alignment
a) Management by Objectives
b) Career Counseling
 Monitoring Career Moves
48
 Problems in Career Development

 Dual Career Families

 Changing Family Needs
 Low Ceiling Careers
 Declining Career Opportunities

49
 Steps to Handle Problems
 Improve Manpower planning and forecasting
systems
 Improving dissemination of career option
information
 Initiated career counseling
 Developing effective internal and external
Assessment Centres
 Supporting educational and training
programs
 Introducing more flexible reward and
promotional systems 50
 Career Counseling

 Career Planning involves counseling

individuals on their possible career paths
and what they must do to achieve
promotions.
 The need for such counseling arises when
employees want to plan their own careers
and develop or train themselves for career
progression in the organization
51
Objectives of Career Counseling
 To help individual concerned to develop himself by
giving him some idea of the direction in which he
ought to be heading
 To help individuals to study and understand the
world in which they live
 To provide guidelines to help him understand more
clearly and develop his thinking and outlook
 To provide guidance about opportunities for greater
personal satisfaction, pleasure and happiness
 To understand the forces and dynamics operating
in a system
52
 Career Stress

 Many employees experience stress at work

which may be damaging to the individual
and to the organization.

53
 Symptoms of Career Stress
 Apathy
 Withdrawal
 Dissatisfaction
 Absenteeism
 Increased accident proneness
 Hypertension
 Heart disease

54
 Causes of Career Stress

 Blockage of career
 Lack of control on himself as he feels that
he is on the way out
 Impending retirement
 Out-paced by younger employees

55
 Management Help

 Stress Management Program

 Clarification of uncertainty
 Increasing the level of participation
 Job switch
 Gainful occupation after retirement

56
57