This document discusses human resource management and job analysis. It defines HRM as taking a strategic approach to managing an organization's employees. It outlines important HRM practices and roles like HR generalists and specialists. The document also defines job analysis as systematically investigating job tasks, duties, and responsibilities. It describes the purposes of job analysis including recruitment and training. Key parts of job analysis are the job description, which outlines job contents, and the job specification, which lists required qualifications. Various job analysis methods and tools are also outlined, including the Position Analysis Questionnaire. The document concludes with defining job design and common job design approaches.

1. HUMAN RESOURCE
MANAGEMENT
BM 368/BM 558

2. Definition
 Human resource management
(HRM) is the strategic and coherent
approach to the management of an
organization's most valued assets -
the people working there who
individually and collectively
contribute to the achievement of
the objectives of the business.

3. FORMBRUN ‘MATCHING
MODEL’

4. HRM Practices
Important HRM practices
include:

5. Impact of Human Resource Management

6. Responsibilities of HR Departments

7. Skills of HRM Professionals

8. HR Functions

9. HR Responsibilities of Supervisors

10. HR Management as a Career Field
 HR Generalist
 A person with responsibility for performing a
variety of HR activities.
 HR Specialist
 A person with in-depth knowledge and
expertise in a limited area of HR.
 Professional Organization
 Society for Human Resource Management
(SHRM)

11. JOB ANALYSIS
AND JOB DESIGN
•MEANING
•PURPOSE
•USES
•PROCESS (JOB DESCRIPTION & JOB
SPECIFICATION)
•METHODS OF COLLECTING JOB ANALYSIS DATA
•JOB DESIGN
•APPROACHES TO JOB DESIGN

12. Job Hierarchy
Decenzo and P.Robbins
ELEMENT
TASK
DUTY
POSITION
JOB
JOB FAMILY
OCCUPATION
CAREER

13. MEANING
 Job analysis is a formal and detailed analysis of
jobs. It is a systematic investigation of the tasks,
duties and responsibilities necessary to do a job.
 A ‘Task’ is an identifiable work activity carried
out for a specific purpose
 A ‘duty’ is a larger work segment consisting of a
several tasks that are performed by an individual.
 What people do in their jobs?
 What they require in order to do their jobs
satisfactorily?

14.  Job Analysis (JA)- A systematic
process of describing and recording
information about job behaviors,
activities, and work specifications.
•Purposes of a job
•Major duties or activities
•Conditions under which the job is
performed
•Competencies (skills, knowledge,
abilities, and other attributes) that
enable and enhance performance in a
job

15. PURPOSE
 The main purpose of conducting job
analysis is to prepare ‘Job Description’
and ‘Job Specification’ which in turn helps
to hire the right quality of workforce into
the organization.

16. USES OF JOB ANALYSIS
 Human Resource Planning
 Recruitment
 Selection
 Placement and Orientation
 Training
 Employee Safety
 Job Design and Redesign
 Job Evaluation

17. PROCESS OF JOB ANALYSIS
 Organizational Analysis
 Selection of representative positions to be
analyzed
 Collection of job analysis data
 Preparation of Job Description-(Job Description
describes contents of the job in terms of
functions, duties, responsibilities, operations etc.)
 Preparation of Job Specification-(It is a written
statement of personal attributes in terms of traits,
skills, training, experience needed to carry out the
job.

18. METHODS
 Job Performance
 Personal Observation
 Critical Incidents (Behaviorally focused descriptions
of work)
 Interview
 Panel of Experts
 Diary Method
 Questionnaire Method

19.  The best-known quantitative approach to job analysis is the
Position Analysis Questionnaire (PAQ). Developed by Dr.
Ernest J. McCormick and associates at Purdue University, the
position analysis questionnaire is a structured job analysis
questionnaire containing 194 items called job elements. These
elements are worker-oriented. They would be classified as
worker behaviors. The items are organized into six divisions:
 (1) information input
(2) mental processes
(3) work output (physical activities and tools)
(4) relationships with others
(5) job context (the physical and social environment)
(6) other job characteristics (such as pace and structure)
 Each job element is rated on six scales: extent of use,
importance, time, possibility of occurrence, applicability, and a
special code for certain jobs.
Position Analysis Questionnaire
(PAQ)

20. MPDQ
 Analyzing managerial Jobs
 It is a 274 item questionnaire
containing 13 sections.

21. Management Position Description
Questionnaire (MPDQ)

22. Job Descriptions & Specifications
 Job Description – what does the job consist
of?
 a list of the tasks, duties, and responsibilities
(TDRs) that a particular job entails.
 Job Specifications – what do the people in
the job need to have?
 A list of the knowledge, skill, abilities, and other
characteristics (KSAOs) that an individual must
have to perform a particular job

23. SAMPLE JOB DESCRIPTION

24. SAMPLE JOB SPECIFICATION

25. JOB DESIGN
 The process of defining how work
will be performed and what tasks
will be required in a given job
 It involves conscious efforts to
organize tasks, duties and
responsibilities into a unit of work
to achieve certain objectives.
 Job design follows job analysis.

27. JOB DESIGN-Motivation Techniques/
Approaches
 Job enlargement
 Job rotation
 Job enrichment