The document discusses key aspects of job analysis, recruitment, selection, and performance management. It defines job analysis as identifying the tasks, skills, and qualifications required for a job. Recruitment involves identifying job vacancies and notifying potential candidates. Selection assesses candidates and involves processes like interviews, testing, and exercises. Performance management refers to evaluating employee performance through appraisals to provide feedback. The document outlines several important HR processes for defining roles and managing employee performance.

1. Job Analysis, Job description and
Performance
By Khalid Mehmood
Presented to: Muhammad Mehmood
Hussain Awan

2. Job Analysis
• Job analysis defines a job in terms of specific
tasks and responsibilities and identifies the
abilities and skills and qualification needed to
perform it successfully.

3. Job Description
• Outline of the role of a job holder
• Out line of the skills and qualities required of
the post holder.
• Applicants may demonstrate their suitability
through an application form, letter or
curriculum.

4. Human Resources Management

5. Recruitment

6. Recruitment
• The process by which a job vacancy
is identified and potential employees are notified.
• The nature of the recruitment process
is regulated and subject
to employment law.
• Main forms of recruitment through advertising in
newspapers, magazines, trade papers and internal
vacancy lists.

7. Recruitment
• Job description – outline of the role
of the job holder
• Person specification – outline
of the skills and qualities required
of the post holder
• Applicants may demonstrate their suitability through
application form, letter or curriculum vitae (CV)

8. Selection

9. Selection
• The process of assessing candidates and
appointing a post holder
• Applicants short listed –
most suitable candidates selected
• Selection process –
varies according to organisation:

10. Selection
• Interview – most common method
• Psychometric testing – assessing the personality of the
applicants – will they fit in?
• Aptitude testing – assessing the skills
of applicants
• In-tray exercise – activity based around what the applicant
will be doing, e.g. writing a letter to a disgruntled customer
• Presentation – looking for different skills
as well as the ideas of the candidate

11. Employment Legislation

12. Employment Legislation
• Increasingly important
aspect of the HRM
role
• Wide range
of areas for attention
• Adds to the cost of the
business
Even in a small business, the legislation
relating to employees is important –
chemicals used in a hairdressing salon for
example have to be carefully stored and
handled to protect employees.

13. Discrimination
• Crucial aspects
of employment
legislation:
– Race
– Gender
– Disability
Disability is no longer an issue for employers
to ignore, they must take reasonable steps
to accommodate and recruit disabled workers.
Copyright: Mela, http://www.sxc.hu

14. Discipline

15. Discipline
• Firms cannot just ‘sack’ workers
• Wide range of procedures and steps
in dealing with workplace conflict
– Informal meetings
– Formal meetings
– Verbal warnings
– Written warnings
– Grievance procedures
– Working with external agencies

16. Development

17. Development
• Developing the employee
can be regarded as investing
in a valuable asset
– A source of motivation
– A source of helping the employee fulfil potential

18. Training

19. Training
• Similar to development:
– Provides new skills for the employee
– Keeps the employee up to date
with changes in the field
– Aims to improve efficiency
– Can be external or ‘in-house’

20. Rewards Systems

21. Rewards Systems
• The system of pay and benefits used by the
firm to reward workers
• Money not the only method
• Fringe benefits
• Flexibility at work
• Holidays, etc.

22. Trade Unions

23. Trade Unions
• Importance of building relationships with employee
representatives
• Role of Trade Unions has changed
• Importance of consultation
and negotiation and working
with trade unions
• Contributes to smooth change management and
leadership

24. Productivity

25. Productivity
• Measuring performance:
• How to value the workers contribution
• Difficulty in measuring some types of output – especially
in the service industry
• Appraisal
– Meant to be non-judgmental
– Involves the worker and a nominated appraiser
– Agreeing strengths, weaknesses and ways forward
to help both employee and organisation

26. •Thank you for
your time!