This document discusses leadership and motivation. It defines leadership as motivating a group towards a common goal and influencing people positively. Effective leaders know the way, go the way, and show the way. Leadership requires understanding followers and communicating well. The document also defines motivation as an internal drive that directs behavior. It discusses different leadership styles like autocratic and democratic. Motivation can be intrinsic, from internal satisfaction, or extrinsic, from external rewards/punishments. Leaders must understand what motivates followers in order to be successful.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
The document discusses several key principles and theories of management. It covers classical management theories like scientific management and administrative management. It also discusses human relations approaches, quantitative perspectives, and contingency theory. The five main functions of management - planning, organizing, staffing, leading, and controlling - are defined. Concepts like communication, motivation, leadership styles, and organizational change are also summarized. Total quality management and its principles are introduced as well.
Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.Compensation Management is a Process of compensation management is to establish & maintain an equitable wage & salary structure & an equitable cost structure .it involves job evaluation, wage & salary survey, profit sharing &control of pay costs.
According to Thomas J. Bergmann(1988) compensation consists of four distinct components:
Compensation = Wage or Salary + Employee benefits +Non-recurring financial rewards+ Non-pecuniary rewards.
Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according the business needs, goals, and available resources.
Job analysis is the process of determining the duties, skills, and qualifications required for a job. It involves gathering job data through methods like observation and interviews. This information is used to create job descriptions and specifications. A job description outlines the key responsibilities and requirements of a role, while a specification lists the necessary qualifications, skills, and traits for an individual to perform the job well. Together, job descriptions and specifications are used for strategic HR purposes like recruitment, performance management, and compensation. Job design aims to match job requirements to human attributes through approaches like job simplification, rotation, enlargement, and enrichment.
Here are some potential responses to AstraZeneca's questions:
1. Possible non-discriminatory explanations for the pay differences could include differences in average years of experience, differences in average performance ratings if incentive pay was involved, or differences in roles and responsibilities if job descriptions were not tightly controlled. A detailed analysis of individual employee data would be needed to determine the true causes.
2. To ensure pay equity going forward using your point method: conduct annual pay equity audits comparing pay by gender within each job class; educate managers on setting pay objectively based only on point factors, not other attributes; establish a process for employees to confidentially report inequities and investigate/address any issues found.
3. I would
This document discusses compensation and wage theories. It provides an overview of different types of compensation including direct and indirect compensation. It also covers various wage concepts like minimum wage, living wage, and fair wage. Several theories that seek to explain how wages are determined are outlined, including the subsistence theory, wage fund theory, surplus value theory, residual claimant theory, marginal productivity theory, bargaining theory, and behavioural theory. The goals of compensation administration are noted as designing a cost-effective pay structure to attract, motivate and retain competent employees.
The document discusses compensation issues in global relocations and attracting Generation Y employees. It provides details on minimum salary requirements in countries like Malaysia, UAE, China, India, Japan and Canada. It also discusses factors that influence worker remittances such as altruism, investment and family contracts. Competency-based pay links salary to competencies and supports high performance. Productivity-linked wage systems tie wages to productivity but issues include Malaysia's relatively low productivity. To attract and retain Gen Y, companies should provide training, better work environments and compensation while employees job hop for more experience and reward.
This document discusses leadership and motivation. It defines leadership as motivating a group towards a common goal and influencing people positively. Effective leaders know the way, go the way, and show the way. Leadership requires understanding followers and communicating well. The document also defines motivation as an internal drive that directs behavior. It discusses different leadership styles like autocratic and democratic. Motivation can be intrinsic, from internal satisfaction, or extrinsic, from external rewards/punishments. Leaders must understand what motivates followers in order to be successful.
Introduction: Introduction to training, need for Training and Development, differences of Training and Development, importance of Training and Development in organization.
The document discusses several key principles and theories of management. It covers classical management theories like scientific management and administrative management. It also discusses human relations approaches, quantitative perspectives, and contingency theory. The five main functions of management - planning, organizing, staffing, leading, and controlling - are defined. Concepts like communication, motivation, leadership styles, and organizational change are also summarized. Total quality management and its principles are introduced as well.
Compensation is a systematic approach to providing monetary value to employees in exchange for work performed. Compensation may achieve several purposes assisting in recruitment, job performance, and job satisfaction.Compensation Management is a Process of compensation management is to establish & maintain an equitable wage & salary structure & an equitable cost structure .it involves job evaluation, wage & salary survey, profit sharing &control of pay costs.
According to Thomas J. Bergmann(1988) compensation consists of four distinct components:
Compensation = Wage or Salary + Employee benefits +Non-recurring financial rewards+ Non-pecuniary rewards.
Compensation is a tool used by management for a variety of purposes to further the existence of the company. Compensation may be adjusted according the business needs, goals, and available resources.
Job analysis is the process of determining the duties, skills, and qualifications required for a job. It involves gathering job data through methods like observation and interviews. This information is used to create job descriptions and specifications. A job description outlines the key responsibilities and requirements of a role, while a specification lists the necessary qualifications, skills, and traits for an individual to perform the job well. Together, job descriptions and specifications are used for strategic HR purposes like recruitment, performance management, and compensation. Job design aims to match job requirements to human attributes through approaches like job simplification, rotation, enlargement, and enrichment.
Here are some potential responses to AstraZeneca's questions:
1. Possible non-discriminatory explanations for the pay differences could include differences in average years of experience, differences in average performance ratings if incentive pay was involved, or differences in roles and responsibilities if job descriptions were not tightly controlled. A detailed analysis of individual employee data would be needed to determine the true causes.
2. To ensure pay equity going forward using your point method: conduct annual pay equity audits comparing pay by gender within each job class; educate managers on setting pay objectively based only on point factors, not other attributes; establish a process for employees to confidentially report inequities and investigate/address any issues found.
3. I would
This document discusses compensation and wage theories. It provides an overview of different types of compensation including direct and indirect compensation. It also covers various wage concepts like minimum wage, living wage, and fair wage. Several theories that seek to explain how wages are determined are outlined, including the subsistence theory, wage fund theory, surplus value theory, residual claimant theory, marginal productivity theory, bargaining theory, and behavioural theory. The goals of compensation administration are noted as designing a cost-effective pay structure to attract, motivate and retain competent employees.
The document discusses compensation issues in global relocations and attracting Generation Y employees. It provides details on minimum salary requirements in countries like Malaysia, UAE, China, India, Japan and Canada. It also discusses factors that influence worker remittances such as altruism, investment and family contracts. Competency-based pay links salary to competencies and supports high performance. Productivity-linked wage systems tie wages to productivity but issues include Malaysia's relatively low productivity. To attract and retain Gen Y, companies should provide training, better work environments and compensation while employees job hop for more experience and reward.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Motivational concepts and its application - Organizational BehaviourRaja Manzar
The document discusses various motivational theories and concepts in organizational behavior. It covers early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include self-determination theory, goal setting theory, reinforcement theory, and equity theory. The document also explores concepts like job characteristics, employee involvement, and rewarding employees. It aims to acquaint readers with key motivational concepts and their application in organizations.
This document outlines several theories of motivation, including:
- Maslow's hierarchy of needs theory which describes a hierarchy of physiological, safety, love, and esteem needs that must be met.
- Herzberg's two-factor theory which distinguishes between hygiene factors like pay that prevent dissatisfaction and motivator factors like achievement that encourage satisfaction.
- Expectancy theory which proposes that motivation depends on the expectation that effort will lead to good performance, which will lead to rewards.
- Goal-setting theory which finds that specific, difficult goals lead to higher performance than easy goals when employees are committed to the goals.
Job analysis is the process of studying and collecting information about the operations, responsibilities, duties, and organizational aspects of specific jobs. It provides a detailed analysis of the job title, required skills and qualifications, tasks and duties, tools and equipment used, and relationships with other roles. The objectives of job analysis include work simplification and improvement of productivity, establishing work standards and performance expectations, and providing data to support human resource functions like recruitment, selection, training, and performance evaluation. Job design is the process of structuring job content, responsibilities, relationships, and methods to improve technical efficiency and job satisfaction by creating a good match between job requirements and human attributes.
The document discusses compensation and benefits practices at various organizations. It provides an overview of compensation systems, including direct and indirect components. It also covers the needs for compensation, designing equitable compensation considering internal and external equity, and linking pay to performance. The document concludes by giving examples of compensation and benefits plans of companies like Google, Procter & Gamble, Apollo Hospitals, and Wipro.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
Performance appraisal and training copySoumya Sahoo
The document discusses performance appraisal and training needs. It explains that performance appraisal involves setting standards, measuring performance against those standards, providing feedback, and using the results to determine training needs. If performance meets standards, employees are rewarded, and if not, a performance development plan is created which may include additional training. The objectives of performance appraisal are also outlined.
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
This document outlines the key processes involved in human resource development (HRD), including performance appraisal, potential appraisal, career planning, an HR information system, training and development, and a reward system. It describes how each process is used to develop employees' personal skills, organizational skills, knowledge, and abilities.
Job analysis is the process of systematically investigating and recording the tasks, duties, responsibilities, skills and knowledge required to perform a job. It involves gathering data on jobs through methods like interviews, questionnaires and observations. This data is used for various human resource functions like recruitment, selection, training, performance appraisal and compensation. The key outputs of job analysis are the job description, which describes the job duties and responsibilities, and the job specification, which outlines the skills, qualifications and attributes required to perform the job. Regular review and updates of job analysis are needed to ensure accuracy of information.
This presentation was prepared as a requirement for my Masters in Education (Management & Administration) course at Universiti Teknologi Malaysia. Hope this will be informative for those seeking for related information on Motivation.
This document provides an overview of contemporary theories of motivation, including: goal-setting theory, which proposes that specific, difficult goals lead to higher performance than easy goals when accepted; equity theory, which suggests employees compare their inputs/outcomes to others and may change behavior if inequity is perceived; and expectancy theory, which focuses on relationships between effort and performance, performance and rewards, and rewards and personal goals. The document also discusses integrating theories and concludes that contemporary motivation theories are complementary, with expectancy theory providing an overarching framework.
Linking corporate strategy with hr strategySmit Dave
This document discusses linking corporate strategy and HR strategy. It provides examples of companies like Nucor, Lincoln Electric, and McKinsey that have effectively aligned their business and HR strategies. Specifically for Nucor and Lincoln Electric, their cost leadership strategies were supported by HR practices focused on performance-based compensation. McKinsey's differentiation strategy is enabled by recruiting and developing top talent. The document also discusses how companies like TCS and Harley-Davidson have adapted their HR strategies in response to changes in business strategy.
This document discusses identifying training needs through organizational, task, and manpower analyses. Organizational analysis examines objectives, resources, climate, and how training can increase effectiveness. Task analysis studies job skills and requirements. Manpower analysis evaluates employee capabilities and where training is needed. The purpose is to improve performance, productivity, quality, and safety through targeted training.
The document discusses four approaches to international compensation:
1. The going rate approach links expatriate pay to local market salaries in the host country. It aims to treat expatriates as local citizens. Advantages include equality with locals, simplicity, and host country identification, while disadvantages include pay variations and potential re-entry problems.
2. The balance sheet approach equalizes costs between international assignments and home country roles. It protects expatriates from financial impacts of living abroad. Advantages include equity and facilitating re-entry, while disadvantages include potential pay disparities versus locals.
3. The international citizen's approach uses a standard basket of goods to determine pay worldwide, rather than adjusting pay to perfectly match local costs.
This document discusses performance management systems. It begins by outlining the scope and significance of performance management, including its advantages and impact of organizational structure. It then defines key terms like performance, competency, and potential. The document outlines the performance management cycle and process, which includes performance planning, monitoring, feedback, and rewards. It discusses objectives and characteristics of performance management systems. Finally, it describes benefits for the organization, managers, and individuals.
The document discusses various theories of motivation from Maslow's hierarchy of needs to Herzberg's two-factor theory, examining what drives human motivation including needs, goals, rewards, and relationships. It also presents McClelland's need for achievement, power and affiliation theory and explores motivation concepts like intrinsic and extrinsic factors. A case study example is given of a company that tried to improve working conditions and relationships but saw no increase in productivity, pointing to a need to better understand intrinsic motivation factors.
The document discusses various aspects of wage and salary administration. It outlines objectives like recruiting employees and controlling payroll costs. It discusses principles like external equity, job evaluation, and maintaining competitiveness. Factors that determine wage structures include cost of living, productivity, and prevailing wages. Different types of wages like minimum, fair, and living wages are defined. Advantages and disadvantages of time wages and piece wages are provided. Guidelines for effective incentive plans emphasize linking pay to performance and clear communication. Key labor laws governing wages in India like the Minimum Wages Act, Payment of Wages Act, and Payment of Bonus Act are also summarized.
difference between recruitment and selection Kavitha Ravi
Recruitment involves searching for and encouraging prospective job candidates to apply for open positions, while selection refers to evaluating applicants and choosing the most competent candidates to receive job offers. The key differences are that recruitment aims to attract a large number of applicants, has fewer hurdles for candidates to overcome, and is a more positive and economical process. In contrast, selection is more complicated, involves multiple assessments for candidates to pass through, and takes more time to narrow down and select the best candidates for hire.
This document provides an overview of human resource management. It discusses the definition and functional areas of HRM, including job analysis, human resource planning, recruitment, compensation and benefits, downsizing, and human resource development. It describes the protagonists that perform HRM tasks and how the organization of HRM varies depending on company size, from small to large firms. The document also reviews how HRM is impacted by its internal and external environment and provides some insights on trends in HRM.
The document discusses the role of human resource management (HRM) in developing knowledge management systems within organizations. It outlines seven key responsibilities for HRM: 1) defining the purpose of knowledge management, 2) ensuring alignment with organizational values, 3) developing employee skills and careers, 4) integrating knowledge sharing into daily work, 5) encouraging knowledge-sharing behaviors, 6) managing technology use, and 7) championing low-tech knowledge sharing solutions. Effective HRM is needed to transform companies into learning organizations with sharing and collaborative cultures.
Training - Human Resource Management HRMDeva Pramod
Training and Developing Employees: Need for Training, Systematic Approach to Training, Types of Training, Training Methods, Evaluation of Training
Training is a planned programme designed to improve performance and bring about measurable changes in knowledge, skills, attitude and social behaviour of employees.
Essential for job success
It can lead to higher production, fewer mistakes, greater job satisfaction and lower turnover
Training Vs. Development, Training Vs. Education, Learning Principles: The Philosophy of Training, Applicability of Training, Job Instruction Training (JIT)
Coaching
Mentoring
Job Rotation
Apprenticeship Training
Committee Assignments
Rao V.S.P “Human Resource Management”, 2nd edition, Pearson –Prentice Hall, New Delhi, 2005
Motivational concepts and its application - Organizational BehaviourRaja Manzar
The document discusses various motivational theories and concepts in organizational behavior. It covers early theories like Maslow's hierarchy of needs and Herzberg's two-factor theory. Contemporary theories discussed include self-determination theory, goal setting theory, reinforcement theory, and equity theory. The document also explores concepts like job characteristics, employee involvement, and rewarding employees. It aims to acquaint readers with key motivational concepts and their application in organizations.
This document outlines several theories of motivation, including:
- Maslow's hierarchy of needs theory which describes a hierarchy of physiological, safety, love, and esteem needs that must be met.
- Herzberg's two-factor theory which distinguishes between hygiene factors like pay that prevent dissatisfaction and motivator factors like achievement that encourage satisfaction.
- Expectancy theory which proposes that motivation depends on the expectation that effort will lead to good performance, which will lead to rewards.
- Goal-setting theory which finds that specific, difficult goals lead to higher performance than easy goals when employees are committed to the goals.
Job analysis is the process of studying and collecting information about the operations, responsibilities, duties, and organizational aspects of specific jobs. It provides a detailed analysis of the job title, required skills and qualifications, tasks and duties, tools and equipment used, and relationships with other roles. The objectives of job analysis include work simplification and improvement of productivity, establishing work standards and performance expectations, and providing data to support human resource functions like recruitment, selection, training, and performance evaluation. Job design is the process of structuring job content, responsibilities, relationships, and methods to improve technical efficiency and job satisfaction by creating a good match between job requirements and human attributes.
The document discusses compensation and benefits practices at various organizations. It provides an overview of compensation systems, including direct and indirect components. It also covers the needs for compensation, designing equitable compensation considering internal and external equity, and linking pay to performance. The document concludes by giving examples of compensation and benefits plans of companies like Google, Procter & Gamble, Apollo Hospitals, and Wipro.
This document discusses competency mapping in human resource development. It provides background on the evolution of competency mapping, definitions of competency mapping, the steps involved in competency mapping, and how competency mapping can be used for recruitment, training, performance appraisal, and compensation. It also outlines various tools that can be used for competency mapping such as literature reviews, focus groups, structured interviews, behavioral event interviews, surveys, and observations.
Performance appraisal and training copySoumya Sahoo
The document discusses performance appraisal and training needs. It explains that performance appraisal involves setting standards, measuring performance against those standards, providing feedback, and using the results to determine training needs. If performance meets standards, employees are rewarded, and if not, a performance development plan is created which may include additional training. The objectives of performance appraisal are also outlined.
The document discusses strategies for human resource management. It addresses assessing staffing needs, motivating employees, developing performance incentives, empowering managers and employees, and establishing employee benefit plans. Failure of HR strategies can result from disrupted social structures, improper job matching, or lack of management support. The summary effectively conveys the key topics and ideas discussed in the original document in 3 concise sentences.
This document outlines the key processes involved in human resource development (HRD), including performance appraisal, potential appraisal, career planning, an HR information system, training and development, and a reward system. It describes how each process is used to develop employees' personal skills, organizational skills, knowledge, and abilities.
Job analysis is the process of systematically investigating and recording the tasks, duties, responsibilities, skills and knowledge required to perform a job. It involves gathering data on jobs through methods like interviews, questionnaires and observations. This data is used for various human resource functions like recruitment, selection, training, performance appraisal and compensation. The key outputs of job analysis are the job description, which describes the job duties and responsibilities, and the job specification, which outlines the skills, qualifications and attributes required to perform the job. Regular review and updates of job analysis are needed to ensure accuracy of information.
This presentation was prepared as a requirement for my Masters in Education (Management & Administration) course at Universiti Teknologi Malaysia. Hope this will be informative for those seeking for related information on Motivation.
This document provides an overview of contemporary theories of motivation, including: goal-setting theory, which proposes that specific, difficult goals lead to higher performance than easy goals when accepted; equity theory, which suggests employees compare their inputs/outcomes to others and may change behavior if inequity is perceived; and expectancy theory, which focuses on relationships between effort and performance, performance and rewards, and rewards and personal goals. The document also discusses integrating theories and concludes that contemporary motivation theories are complementary, with expectancy theory providing an overarching framework.
Linking corporate strategy with hr strategySmit Dave
This document discusses linking corporate strategy and HR strategy. It provides examples of companies like Nucor, Lincoln Electric, and McKinsey that have effectively aligned their business and HR strategies. Specifically for Nucor and Lincoln Electric, their cost leadership strategies were supported by HR practices focused on performance-based compensation. McKinsey's differentiation strategy is enabled by recruiting and developing top talent. The document also discusses how companies like TCS and Harley-Davidson have adapted their HR strategies in response to changes in business strategy.
This document discusses identifying training needs through organizational, task, and manpower analyses. Organizational analysis examines objectives, resources, climate, and how training can increase effectiveness. Task analysis studies job skills and requirements. Manpower analysis evaluates employee capabilities and where training is needed. The purpose is to improve performance, productivity, quality, and safety through targeted training.
The document discusses four approaches to international compensation:
1. The going rate approach links expatriate pay to local market salaries in the host country. It aims to treat expatriates as local citizens. Advantages include equality with locals, simplicity, and host country identification, while disadvantages include pay variations and potential re-entry problems.
2. The balance sheet approach equalizes costs between international assignments and home country roles. It protects expatriates from financial impacts of living abroad. Advantages include equity and facilitating re-entry, while disadvantages include potential pay disparities versus locals.
3. The international citizen's approach uses a standard basket of goods to determine pay worldwide, rather than adjusting pay to perfectly match local costs.
This document discusses performance management systems. It begins by outlining the scope and significance of performance management, including its advantages and impact of organizational structure. It then defines key terms like performance, competency, and potential. The document outlines the performance management cycle and process, which includes performance planning, monitoring, feedback, and rewards. It discusses objectives and characteristics of performance management systems. Finally, it describes benefits for the organization, managers, and individuals.
The document discusses various theories of motivation from Maslow's hierarchy of needs to Herzberg's two-factor theory, examining what drives human motivation including needs, goals, rewards, and relationships. It also presents McClelland's need for achievement, power and affiliation theory and explores motivation concepts like intrinsic and extrinsic factors. A case study example is given of a company that tried to improve working conditions and relationships but saw no increase in productivity, pointing to a need to better understand intrinsic motivation factors.
The document discusses various aspects of wage and salary administration. It outlines objectives like recruiting employees and controlling payroll costs. It discusses principles like external equity, job evaluation, and maintaining competitiveness. Factors that determine wage structures include cost of living, productivity, and prevailing wages. Different types of wages like minimum, fair, and living wages are defined. Advantages and disadvantages of time wages and piece wages are provided. Guidelines for effective incentive plans emphasize linking pay to performance and clear communication. Key labor laws governing wages in India like the Minimum Wages Act, Payment of Wages Act, and Payment of Bonus Act are also summarized.
difference between recruitment and selection Kavitha Ravi
Recruitment involves searching for and encouraging prospective job candidates to apply for open positions, while selection refers to evaluating applicants and choosing the most competent candidates to receive job offers. The key differences are that recruitment aims to attract a large number of applicants, has fewer hurdles for candidates to overcome, and is a more positive and economical process. In contrast, selection is more complicated, involves multiple assessments for candidates to pass through, and takes more time to narrow down and select the best candidates for hire.
This document provides an overview of human resource management. It discusses the definition and functional areas of HRM, including job analysis, human resource planning, recruitment, compensation and benefits, downsizing, and human resource development. It describes the protagonists that perform HRM tasks and how the organization of HRM varies depending on company size, from small to large firms. The document also reviews how HRM is impacted by its internal and external environment and provides some insights on trends in HRM.
The document discusses the role of human resource management (HRM) in developing knowledge management systems within organizations. It outlines seven key responsibilities for HRM: 1) defining the purpose of knowledge management, 2) ensuring alignment with organizational values, 3) developing employee skills and careers, 4) integrating knowledge sharing into daily work, 5) encouraging knowledge-sharing behaviors, 6) managing technology use, and 7) championing low-tech knowledge sharing solutions. Effective HRM is needed to transform companies into learning organizations with sharing and collaborative cultures.
The document provides job descriptions and specifications for various front office roles at a hotel, including Front Office Manager, Assistant Manager for Reservations, Front Office Supervisor, and Front Office Assistant. It outlines the responsibilities, required experience, skills and reporting structure for each role. The Front Office Manager oversees the entire front office department and staff. The Assistant Manager for Reservations manages reservations, booking, and guest records. The Front Office Supervisor oversees the front office assistants and ensures efficient daily operations.
This document provides an overview of job descriptions, including their definition, importance, typical content, how to write them, purposes, uses, advantages, and disadvantages. It discusses how job descriptions define job duties and responsibilities, qualifications, and performance standards, and how they are used in human resource management functions like recruitment, training, evaluation, and more.
This document discusses coaching and mentoring in organizations. It states that organizations should use coaching and mentoring to improve key employees' skills and develop them into future leaders. Coaching and mentoring are developmental processes involving one-on-one training to guide employees towards higher potential. Regular coaching sessions can help employees overcome challenges and achieve their goals. The document emphasizes that tapping into employees' unrealized potential through coaching and mentoring can significantly improve an organization's effectiveness.
Job analysis is the process of collecting information about jobs within an organization. This information is used to create job descriptions and job specifications. The document discusses job analysis and provides examples of job descriptions and specifications. It explains that job descriptions outline the duties and responsibilities of a role, while job specifications list the qualifications and skills required for a role. The examples given are for roles such as Head of Reference and Information Section and Assistant Librarian.
Understand Human Resource Planning (HRP) and purpose of HRP.
Identify the relationship between strategy and HRP.
Identify the steps of HR planning process.
Describe the approaches to understand the jobs.
Discuss the phases of job analysis, including what it is and how it’s used.
Design model for forecasting HR requirements and employee requisition form.
Develop job descriptions , including summaries and job functions, using the Internet and traditional methods by using Job analysis questionnaire.
Develop job specifications using the Internet as well as your judgment.
Explain job analysis in a “jobless” world, including what it means and how it’s done in practice.
This document presents a presentation on career development by Kumar Rahul for his MBA program. It defines career development as activities that enhance skills and allow one to make the best use of their competencies in their desired career. It discusses factors that shape careers like career anchors and sources of career behavior. It also presents examples of career paths for academics and process engineers. The document advocates for career development programs in organizations and describes their potential components. It shares results of a survey conducted that found lack of career growth is a major reason employees leave jobs and that career growth is important for job satisfaction. It concludes many employees feel their companies are not adequately supporting their career development.
Human resource planning is a process of forecasting future personnel needs and the availability of personnel to meet those needs in order to ensure that the right number and type of people are available at the right time and place. It involves forecasting demand and supply of personnel, developing programs to fulfill needs, implementing those programs, and evaluating their effectiveness. Effective HRP requires aligning HR strategies with organizational objectives, obtaining management support, maintaining accurate personnel records, using appropriate forecasting techniques, and revising plans and processes over time.
Job Analysis and Recruitment and SelectionAtul Chanodkar
- Job Analysis
- Job Description
- Job Specification
- Methods of Job Analysis
- Process of Job Analysis
- Purpose of Job Analysis
- Uses of Job Analysis Information
- Writing the Job Descriptions
- Writing Job Specification
- Recruitment and Selection
- Recruitment
- Selection
- Sources of Recruitment
- Methods of Selection
- Process of Selection
This document discusses job analysis, which is defined as the process of determining and reporting pertinent information relating to the nature of a specific job. It involves gathering information about the tasks, duties, responsibilities, skills, and qualifications required for a particular role. The key outcomes of job analysis are a job description, which outlines what the job entails, and a job specification, which outlines the qualifications and requirements for an individual in that role. Job analysis provides important information for functions like recruitment, performance management, training, compensation, and organizational planning. It follows a systematic process of studying jobs, collecting data, and developing descriptions and specifications.
Job analysis is a process to identify the duties, requirements, and relative importance of duties for a specific job. It is essential for human resource functions like planning, evaluation, recruitment, selection, placement, training, performance management, promotion, and compensation. The job analysis process involves gathering job information through techniques like observation and interviews. This information is used to create a job description detailing the purpose, tasks, and responsibilities of the role, and a job specification outlining required skills and qualifications. Conducting regular job analysis helps organizations hire the right people for the right jobs.
The document discusses talent acquisition and job analysis. It defines talent acquisition as the process employers use for recruiting, tracking, interviewing, and onboarding employees. It notes the difference between recruitment and talent acquisition, with the latter focusing more on long-term strategic hiring. The document then discusses what a job is and defines job analysis as the process of collecting information about a job. It outlines the purposes and methods of job analysis, including job description and specification. Finally, it discusses trends in talent acquisition such as diversity hiring, use of technology, focus on candidate experience, online presence, and talent rediscovery.
The document discusses job analysis, which involves determining the duties, skills, and qualifications required for a particular job. It describes the common steps in conducting a job analysis and methods for collecting job information, such as interviews, questionnaires, observation, and diaries. The results of a job analysis include a job description listing duties and responsibilities, and job specifications outlining required qualifications. The document also provides guidance on writing job descriptions and specifications.
This document discusses job analysis, which is defined as a systematic process of collecting information about job responsibilities, duties, skills, and requirements. It involves studying a job and its relationship to the organization, identifying the job to be analyzed, collecting data through methods like observation and interviews, developing a job description outlining duties and a job specification describing necessary qualifications. The purposes of job analysis include organizational planning, recruitment and selection, compensation, training, and performance management. It provides essential information for writing job descriptions used throughout human resource processes.
This document provides information about job analysis and outlines its importance and processes. It defines job analysis as identifying and determining the key duties, responsibilities, and their importance for a given job. It also discusses the different types of job analysis and its purposes. The key purposes listed are preparation of human resources, training and development, recruitment and selection, performance appraisal, and compensation management. It then describes the typical steps involved in conducting a job analysis, which include organizational analysis, data collection methods, creating job descriptions and specifications.
Job analysis is the systematic process of collecting information about the duties, responsibilities, skills, and qualifications required to perform a specific job. It involves studying job duties, working conditions, relationships, and the skills, education, and training required. The outcomes of job analysis include job descriptions, which summarize the tasks and responsibilities of a job, and job specifications, which outline the qualifications needed to perform the job. Job analysis provides important information for recruitment and selection, performance appraisal, training, compensation, and other human resource functions.
Job analysis involves determining the duties, skills, and qualifications required for a job. It is used for recruitment and selection, performance evaluation, training and development, compensation, and job design. Data for job analysis can be collected through interviews, surveys, observation, and reviewing records. The results are used to create job descriptions that outline responsibilities, and job specifications that list qualifications needed. Specifications can be based on expert judgment or statistical analysis of traits correlated with job performance. Effective job analysis facilitates human resource planning and management.
The document discusses job analysis, which involves systematically gathering and analyzing information about job roles and responsibilities within an organization. It helps develop job descriptions and specifications, determine qualifications, set performance standards, and establish training programs. The key aspects covered include the concepts, factors, importance, sources of information, and the process of job analysis. Job analysis results in job descriptions, which provide an overview of duties and requirements, and job specifications, which outline necessary qualifications. The overall purpose is to define jobs, guide recruitment and selection, and create a fit between jobs and employees.
1. Job analysis is the process of analyzing jobs to determine their key components like duties, responsibilities, necessary skills and qualifications.
2. There are several methods used to collect job analysis data including interviews, questionnaires, observation and participant diaries/logs. Each method provides information on different aspects of the job.
3. The goal of job analysis is to understand the tasks, skills and requirements of a role in order to develop accurate job descriptions for recruitment, performance reviews and training purposes.
This document discusses job analysis, which involves systematically gathering information about tasks, duties, responsibilities, skills and qualifications required for a job. It outlines the process of job analysis including organizational analysis, data collection methods, developing job descriptions and specifications. Benefits of job analysis include its uses for recruitment, selection, training, performance appraisal and more. Challenges with job analysis like not updating it regularly and potential subjectivity are also covered. The document concludes with defining job design and methods of job design like job rotation, enlargement and enrichment.
The document discusses job analysis which is defined as the process of gathering and analyzing information about job content, requirements, and context. It involves identifying job characteristics, tasks, skills, qualifications, and relationships to other jobs. Job analysis is used for human resource planning, recruitment, personnel selection, training, performance appraisal, and health and safety. It provides the basis for creating job descriptions which outline duties and responsibilities, and job specifications which define minimum qualifications. Various techniques are used in job analysis including observation, interviews, questionnaires, and log records.
Job analysis is a systematic exploration of the activities within a job to define its duties, responsibilities, and requirements. It can involve observing employees, interviewing them individually or in groups, having them complete structured questionnaires, or using a combination of methods. The results are used to develop job descriptions detailing tasks and qualifications, and job specifications outlining minimum required skills and qualifications. Common areas covered in a job analysis include physical and mental tasks, qualifications, relationships, and working conditions.
This document summarizes a marketing internship opportunity with Sistemos IT Pvt. Ltd. in Kolkata, India. The 5 positions would involve assisting the senior marketing team, communicating with corporate customers, and learning digital marketing skills like Facebook and Twitter marketing. Candidates from a marketing background who can start immediately for 2-3 months are preferred. The internship includes a stipend of Rs. 2000-3000, travel expenses, and performance-based incentives.
This document discusses job analysis and human resource planning. It begins by defining what a job is and explaining that job analysis is the systematic analysis of each job to collect information on duties, responsibilities, skills required, and work conditions. It then describes several methods for collecting job analysis data, including observation, interviews, questionnaires, and critical incidents. The key steps in job analysis are identified as organizing job analysis, selecting jobs to analyze, collecting data, creating job descriptions, and developing job specifications. Job analysis provides important information for human resource planning, recruitment, training, performance management, and compensation.
The document discusses job analysis which is the process of determining the duties, skills, and qualifications required for a job. It describes how job analysis is used to develop job descriptions, specifications, performance standards and for recruiting, selection, compensation, and training decisions. Various methods for collecting job analysis information are discussed including interviews, questionnaires, observations, and diaries/logs. The benefits and limitations of different approaches are provided.
Job analysis is the formal examination and study of jobs to gather detailed information about job duties, responsibilities, skills, and requirements. It involves systematically collecting and analyzing data about jobs through methods like observation, interviews, and questionnaires. The key steps in job analysis are organizational analysis to understand organizational structure and jobs, selecting representative jobs to analyze, collecting job data, creating job descriptions detailing job functions and responsibilities, and developing job specifications outlining needed qualifications and skills. The results of job analysis are used for recruitment, selection, training, performance evaluation, and other human resource functions.
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2. JOB ANALYSIS
Definition of job analysis: Is a formal and detailed
examination of jobs. It is a procedure through which
we determine the duties and skills requirements of a
job and the kind of person who should be hired for it.
It includes job descriptions and job specifications.
4. JOB DESCRIPITIONS: A list of job’s duties responsibilities,
reporting relationships, working condition and supervisory
responsibilities _ one product of job analysis.
• JOB SPECIFICATION: A list of job’s “ Human requirement,”
that is, the requisite education, skills, personality and so on _
another product of a job analysis.
7. Uses of Job Analysis
Recruitment and Selection: Job analysis provides information
about what the job entails and what human characteristics are
required in order to perform these activities. This information, in
the form of job descriptions and specifications, helps
management officials decide what sort of people they need to
recruit and hire and select.
Compensation: Job analysis information is crucial for
estimating the value of each job and its appropriate
compensation. Compensation (salary and bonus) usually
depends on the job's required skill and education level, safety
hazards, degree of responsibility, etc. -- all factors which can be
assessed through job analysis. Also, many employers group jobs
into classes. Job analysis provides the information to determine
the relative worth of each job and its appropriate class.
8. Cont.…
Performance Appraisal: A performance appraisal
compares each employee's actual performance with his
or her performance standards. Managers use job
analysis to determine the job's specific activities and
performance standards.
Training: The job description should show the
activities and skills, and therefore training, that the job
requires
9. Sources of Job Analysis Information
Job Analyst
Employees
Supervisory
Subject Matter Experts
Combined Sources
10. Process of Job Analysis
Decide how you’ll use the information (the purpose of
data to be collected).
Review relevant background information.
Select representative positions.
Actually analysis the job.
Verify the job analysis information.
Develop a job description and job specification.
11. Decide how you’ll use the
information.
Decide the purpose of data to be collected and how
the information will be used because that will
determine what data will be collected and how it
should be collected.
12. Methods for collecting
job analysis information
A-
Interviews
B-
Questionnaires
C-
Observation
D-Diaries
13. Review relevant background
information through the following:
Checking the organizational charts (e.g., how the job
is connected to other positions and where it is located
in the overall company)
Making communication with other job analysts.
Reviewing existing job descriptions.
Reviewing training manuals.
Reviewing procedure and policy manuals.
14. Selecting representative positions.
Analyzing all jobs at a time is complex and costly affair.
So, only a representative sample of jobs is selected for
the purpose of detailed analysis. Under it, the job
analyst investigates to determine which organization
managers or employees require job analysis. He should
also determine for what purpose the job must be
analyzed. Also select representative position to analyze
because there may be many similar jobs, and it may
not be necessary to analyze all of them.
15. Actually analyze the job
Analyze the job by collecting data on job activities,
required employee behaviors, working conditions, and
human traits and abilities needed to perform the job.
16. Verify the job analysis information
Verify the job analysis information with job
incumbents and supervisors to confirm that it is
factually correct and complete.
17. Develop a job description and job
specification.
Develop a job description and job specification from
the information. Increasingly, these steps are being
streamlined through the use of collaboration software.