The document discusses job analysis and evaluation. It defines job analysis as identifying the tasks, skills, and conditions of a job. Job analysis provides job descriptions that define duties and specifications that outline qualifications. Methods of job analysis include PAQ, MPDQ, and FJA. Job evaluation determines the relative worth of jobs, typically to set pay rates. Common methods are ranking, grading, factor comparison, and point systems, with point systems being the most widely used. Job evaluation provides a systematic way to compensate jobs fairly.

1. Shubhpreet Kaur
Gulzar Group of Institutes

2. Financial
Resources
Physical
Resources
Human
Resources
Organizational
Goals

3. WHAT IS HR????? Human resources is the set of
individuals who make up the
workforce of an organization, business
sector or an economy.
 Other terms sometimes used include
"manpower", "talent", "labor" or
simply "people".

4. What is HRM? The process of acquiring, training, appraising, and
compensating employees, and of attending to their labor
relations, health and safety, and fairness concerns.
 A management function that helps managers recruit,
select, train and develop members for an organization.
 HRM may be defined as a set of policies, practices and
programmes designed to maximize both personal and
organizational goals.

5.  "I believe the real difference between
success and failure in a corporation can be
very often traced to the question of how
well the organization brings out the great
energies and talents of its people."
Thomas J. Watson, Jr.

6.  And I'd say one of the great
lessons I've learned over the past
couple of decades, from a
management perspective, is that
really when you come down to it,
it really is all about people and all
about leadership.
Steve Case

7. Some eminent personalities…
Dr. Udai
Pareek
Dr. T V Rao
Frederick
Winslow Taylor
King
Hammurabi

8. Evolution of HRM
Procure and develop
Procure,
develop and
motivate
assets

9. Nature of HRM
 Integral part of process of management.
 Comprehensive Function
 Pervasive Function
 People Oriented
 Based on human relations
 Continuous process
 Science as well as art
 Recent origin
 Interdisciplinary
 Basic to all functional areas.

10. Scope
of
HRM
Introducti
on to
HRM
Employee
Hiring
Employee
Remune-
ration
Employee
motivatio
n
Employee
Mainte -
nance
Industrial
Relations
Prospects
of HRM

11. Scope of HRM
Industrial
Relation
Aspect
Welfare
Aspect
Personnel
Aspect

12. Objectives of HRM
Personnel
Objectives
Functional
Objectives
Organizational
Objectives
Societal
Objectives

13. Functions of HRM w.r.t objectives
Societal
Objectives
Legal
Compliance
Union-
Management
Relations

14. Functions
Organizational
HRP
Employee
Relations
Selection
T nd D
Appraisal
Placement
Assessment

15. Functions
Functional
Appraisal
Placement
Assessment

16. Functions (cntd…)
Personal
T nd D
appraisal
Placement
Compensa
tion
Assessmen
t

18. Policies, Principles and Procedures
 Policy : A plan of action.. A statement of action
committing management to a general course of
action.
 Principle: fundamental truth established by
research, investigation and analysis….guide the
managers in formulating policies, programs
and procedures.
 Procedures: a method for carrying out a
policy….

19. Importance of HRM
 Importance for organization
 Importance for employees
 Importance for society.

20. Compare HRD and HRM
HRM HRD
Entire management
process
Subset of HRM
Scope is wider Narrow scope
Emphasis on employee as a
whole
Training and Development
of employees
Takes decisions Depends on decisions of
HRM

21. Limitations of HRM
Recent origin
Lack of Top Management Support
Improper Implementation
Inadequate Development Programmes.
Inadequate Information.

22. Systems approach to HRM
 An enterprise cannot work in isolation.
 Has to adjust its working to suit the environment.
 Subsystems: Departments that are created in an
organization to carry out its business effectively.
 Each subsystem has a number of further subsystems.

23. Important Subsystems

24. Human Resource Management
System
 Transforms inputs to outputs.
 HR system interacts closely with all other subsystems.
 Quality of people in all subsystems depends upon
policies of HRM System
Personnel Productive Human
Resource

25. Organizational Design
Place
Compositi
on

26. Place Of HR Department Size Matters!!!!
 In case of a small unit…………

27. Small unit
owner
Production
manager
Sales
Manager
Office
Manager
Personnel
assistant
Accountant

28. Large Unit
Chairman /
MD
Director
Production
Director
Finance
Director
HRM
Director
Marketing
Director
R&D

29. Composition
Director HRM
Manager -
Personnel
Manager Admin Manager - HRD Manager - IR
HR
P
Hirin
g
Grievance
handling
Compensatio
n
PR
Canteen
Medical
Welfare
Transport
Legal
Appraisal
Training
And
Developmen
t

30. HRM Environment
 Proactive not Reactive………
 Factors affecting HRM Environment
 External Environment
 Internal Environment

31. External Environment
 Economic Factors
 Political – Legal Factors
 Social and Cultural Factors
 Technological Factors
 Unions
 Professionalism
SUPPLIERS CUSTOMERS COMPETITORS GLOBALIZATION

32. Internal Environment
MISSION
POLICIES
ORGANIZATIONAL
CULTURE
ORGANIZATIONAL
CONFLICT

33. Human Resource Planning
 What???  When???  Where????
 HOW???

34. HRP……
 The process by which a management determines how
an organization should move from its current
manpower position to its desired manpower position.
 Right Number and Right Kind of people 
Right Places  Right Time  to do things which
result in both the organization and individual
receiving maximum benefit.

35. Objectives of HRP
Assessing manpower
Assessing skill requirement.
Determining T&D needs
Anticipating shortage and surplus of staff.
Controlling wage and salary costs
Optimum use of HR

36. Process of HRP
Analysis of
objectives and
strategic plans
of the company
Preparing
manpower
inventory
Manpower
forecasting
Manpower
plans
T& D
Programmes
Appraisal of
manpower
planning

37. Analysis of objectives and strategic
plans Must be integrated with other business policies.
 Analysis of each plan into sub-plans and detailed
programmes.
 Check out:
 Future organization structure.
 Changes in organization structure.

38. Preparing manpower inventory Manpower inventory: refers to assessment of present
and potential qualifications of present employees.
 Avoid situation of over/under staffing.
 Analysis of current manpower supply. By Department
 By Function  By Occupation  By Qualification…
 Helps to find out gaps…

39. Manpower Forecasting
• Analysis of staff
during past 5 years
Employment
Trends
• Death, resignation
• retirement
Replacement
Needs
• Utilization of
existing manpowerproductivity

40. Manpower Forecasting
• A situation when person fails
to come for work when he is
scheduled for work.
Absenteeism
• Timely steps needed.Expansion
and Growth
• Workload analysis to be done.
Work Study

41. Manpower Plans
Decide required
number of
people.
Develop
programmes
and strategies.
Development
plans are
designed

42. Training and Development Plans
 Not only for new employees but also for the old ones.
 Tapping of talent required.
 The organization has no choice whether to provide
training or not…..but the only choice is to decide the
method/ technique of training.

43. Appraisal of Manpower Planning
 Monitor and control….
 Involves allocation and utilization of HR over time…
 Reveal deficiencies and helps to take corrective action
on time…
 Serves as a base for future manpower planning.

44. Types of HRP
 Short Term HRP - to match the individuals with the
job.
 Long Term HRP – to fulfill future vacancies.

45. Short Term HRP
A weak
Incumbent
Changing of
the man
Change in
contents of
the job
Changing the
job and the
man
Removal of
incumbent.
A strong
incumbent
Assigning
additional
duties
Assigning
some special
problems
Advice
Change in
job
An unexpected
vacancy.

46. Long Term HRP
Projecting
Manpower
Requirements
Taking stock
of Existing
Manpower
Recruitment
and Selection
Manpower
Development

47. Benefits of HRP
Reduced Labor Costs.
Optimum Utilization of manpower
Identification of Gaps in existing manpower.
Improvement in overall business planning.
Career Succession Planning
Creates awareness in an organization.
Growth of Organization
Beneficial to the country.

48. Job Analysis

49. Definitions… Job analysis involves identification and precisely
identifying the required tasks, the knowledge and skills
necessary for performing them and the conditions under
which they can be performed.
Richard Henderson
 A systematic exploration of activities within a job. It is a
basic technical procedure. One that is used to define the
duties, responsibilities and accountabilities of a job.
S P Robbins

50. Data relating to job can be grouped
under:
Job Identification
Nature of job
Operations involved
Materials and equipment required
Personnel qualities required
Relation of job with other jobs.

51. Process
Organizing and
planning
Obtaining
current job
design
information
Conducting
“needs research”
Establishing
priorities
Collecting job
data
Redesigning the
job
Preparing job
descriptions and
classifications
Developing job
specifications

52. Techniques

53.  PAQ – Position Analysis Questionnaire

54. MPDQ – Management Position
Description Questionnaire

55. FJA – Functional Job Analysis
 Worker oriented approach.
 Examines fundamental components of ‘data, people
and things’.
 Identifies performance standards and training
requirements.
 4 dimensions
 Extent to which –
 Specific instructions are necessary to perform the job
 Reasoning and judgement are required.
 Mathematical ability is required.
 Verbal and language facilities are required.

56. Job
Analysis
Job
Description
Job
Specification

57. Job Description
 The first and immediate product of job analysis is job description. This
document is basically descriptive in nature and constitutes a record of
existing and pertinent job facts.

58. Contents of JD
Proper Job Title
Job Summary
Job Location
Duties and responsibilities
Machines, Tools and Materials
Working Conditions
Relation to other jobs

59. Job Specification
A statement of minimum acceptable human
qualities necessary to perform a job properly.
Also known as “”Standard of personnel for
the selection”.

60. What it includes???
Physical Characteristics.
Psychological and Social Characteristics
Mental Characteristics
Personal Characteristics.

61. Job Evaluation
 A systematic way of determining the value/worth of a
job in relation to other jobs in an organization.
 Job Evaluation v/s Performance Appraisal
POINT JOB EVALUATION PERFORMANCE APPRAISAL
DEFINE RELATIVE WORTH OF JOB RELATIVE WORTH OF JOB
HOLDER
AIM DETERMINE WAGES RATES FOR
DIFFERENT JOBS
DETERMINE INCENTIVES AND
REWARDS
SHOWS HOW MUCH A JOB IS WORTH HOW WELL AN INDIVIDUAL IS
DOING AN ASSIGNED WORK

62. Process of Job Evaluation
Gaining Acceptance
Creating Job Evaluation team
Finding jobs to be evaluated.
Analyzing and preparing Job Description
Selecting method of evaluation
Classifying Jobs
Installing the programme
Reviewing Periodically

63. Methods of Job Evaluation
• Ranking Method
• Job Grading
Method
Qualitative
• Point System
• Factor-Comparison
Methods
Quantitative

64. Ranking Method
 All jobs are ranked in order of their importance from
simplest to the hardest order, each job being harder
than the previous one in the sequence.
 Method:
 Preparation of Job Description.
 Selection of Raters
 Selection of key jobs
 Ranking of all jobs.

65. Rank Monthly salary
Accounts Officer -------
Accountant ------
Senior Accounts Officer -----
Accounts clerk -----
Computer operator -----
Purchase Assistant -----
Office Boy -----
Peon -----

66. Merits
• Easy to
understand and
explain
• Requires less
time
• Economical
Demerits
• Not based on
any standard
criterion.
• Chances of
inaccurate
ranking
• Leaves out some
factors

67. Job Grading Method
 A number of pre-determined grades or classifications
are decided by the committee and each job is assigned
to one of the grades.
 Grades like – skilled, unskilled, clerical,
administrative..etc..
 For each grade there is a different rate of wages.
 Steps :
 Preparation of grade descriptions
 Selection of key jobs
 Grading key jobs
 All job are put in relevant grades.

68. Grade Description
1 Very simple tasks requiring minimum mental ability. Basically
consisting of manual work.
2 Jobs requiring clerical work. Basically consisting of desk work
and minimum manual work. Minimum training required.
3 Straight forward tasks, but requiring to apply established
procedures and to guide others.
4 Routine work but involving some elements of responsibility
for answering non-routine queries and exercise some measure
of control.
5 Involve decision making and administrative work.
Professional qualifications are required.

69. Merits
• Systematic criterion
is followed.
• Simple to
understand and
operate
• Easy to determine
pay scales.
• Used in government
services
Demerits
• Not suitable for
large organizations
• With increase in
number of jobs,
difficulty increases.
• Likelihood of
human bias.

70. Factor Comparison Method
 Each job is rated according to series of factors like
mental effort, physical effort, skill needed,
responsibility, working conditions etc.
 Different factors are assigned different weights by
importance.
 Pay will be assigned by comparing weights of factors

71. Steps involved
 Select key jobs
 Find factors for evaluation
 Rank selected jobs under each factor
 Assign value to each factor
 Determine wage rates for each job
 All other jobs are compared with the list of key jobs.

73. Merits
• Analytical
• Relative and
valid
• Money values are
assigned in fair
way
• Flexible
Demerits
• Difficult to
understand,
explain and
operate.
• Time consuming.
• Use of same
criteria to assess
all jobs.

74. Point Method
 Most frequently used.
 Process:
 Select key jobs and identify factors common to all the
identical jobs.
 Divide each major factor into number of sub factors.
Assign point values to degrees after fixing relative value
for each key factor.
Degree Define
1 Able to carry out simple calculations, High school educated
2 Does all clerical Operations, computer literate, graduate
3 Handles mail, develops contacts, takes initiative, post graduate.

76.  Find maximum number of points assigned to each job.
This would help in finding out relative worth of job.
 once the worth of job is expressed in terms of points,
the points are converted into money values keeping in
mind the daily/hourly wage rates.

77. Merits
• Superior and
widely used
• Elimination of
bias at every
stage
• Remains
unaffected even
if jobs change
Demerits
• Complex
• Time
consuming