Mr. Bhatti should have middle managers collect data through observation and interviews. Job descriptions should define key duties while allowing flexibility. Descriptions for four operational areas were designed at different hierarchical levels with analysis, descriptions, and specifications. Mr. Bhatti's decision to define responsibilities and duties was good and will clarify expectations and improve results. As Mr. Bhatti, the assistant would define core competencies and implement training to develop prospective employees.

1. Human Resource
Planning
PRESENTED BY:
RACHANA BHOIR
ROHINI AGRE

2. Chapter 07
Job Analysis, Job Description and Job Evaluation
Source:
Human Resource Planning
By- Dipak Kumar Bhattacharyya

3. Objectives of Job Information
Communicate duties and responsibilities
To perform organizational analysis and thus helps in job Re-structuring
Helps in analyzing scope for staffing various positions in the organization
In setting performance standards and establishing job objectives
Important for other HR related decisions like, promotion, transfer, compensation designing etc.

4. Job Analysis
Gathering information about job and evaluating such information in terms of what is important
and relevant
Involves three questions:
1. What is a Job?
2. What should be analyzed?
3. What methods of analysis should be used?

5. What is a Job?
A job is a group of essentially similar activities or tasks performed by a person or a group of
persons
However a more generic description of a job is named “position”
A position is a family of jobs in which specific duties vary but some interchangeability of work is
possible and the functional nature of the work is similar
eg. Assemblers
Clerk-cum-typists
Book-keepers

6. What should be analyzed?
•Fundamental purpose of the job
•Work elements in the job
•How these elements are integrated with the total job?
•Approximate time spent on each task or specific area of responsibility
•Scope of the job and its impact on the operation
•Inherent authority and formal/informal audits of work
•Working relationships
•Specific methods, equipment or techniques required for the job
•Job climate, including objectives and work environment
•Job conditions

7. What methods of analysis should be
used?
Job information for Job Analysis can be gathered by various ways:
Questionnaires: The Position Analysis Questionnaire(PAQ); developed in early 1970s by
McCormick et al
Direct observation of work performed
Organization manuals
Time and study reports
Former job descriptions and methods studies

8. Job Analysis
Job
Analysis
Job
Descriptions
Job
Specifications
The process of
getting detailed
information about
jobs.

9. Job Description
Compiled job information is translated into job descriptions
Job description are written records of job duties and responsibilities and they provide a factual
basis for job evaluation
Job descriptions are recorded in a standard form in a uniform manner

10. PROCESS
JOB DESCRIPTION
•Job Identification
•Job summary
•Job duties and responsibilities
•Working conditions
•Machines tools and equipment's
•Social environment
•Supervision
•Related to other job.

11. JOB SPECIFICATION
•Qualifications
• Experience
•Physical characteristics
•Soft skills- Inter personal skills, Analytical ability, problem
solving skills or decision making skills etc.

12. Objectives of Job Description
•Efficient organization of jobs
•Proper recruitment or staffing in the organization
•Assigning jobs to people
•Reviewing performance
•Improving performance through appraisal and training
•Rewarding employees

13. A Central
Peripheral
Relational Model
of Job Analysis

14. Definition of Job Evaluation
 The process of determining worth of one job in relation to
that of another without regard to personalities
 Reasons for its use:
To reduce layout turnover
To increase output
To improve morale
To reduce loss of time due to wage negotiations and disputes
To reduce the complaints regarding wages

15. Steps in Job Evaluation
• Job Assessment
• Preparation of job description
• Preparation of job analysis
• Comparison of one job with another
• Arrangement of jobs in a progression
• Relating the progression of jobs to a money scale

16. Types of job evaluation schemes
• Ranking or job comparison
• Grading or job classification
Non-
quantitative
• Point rating
• Factor comparisonQuantitative

17. Simple ranking method:
jobs and the employees
who perform those jobs
are ranked from highest
to lowest depending on
their quality and value to
the organization.
Ranking the key jobs: the
evaluator has to identify
the key or representative
jobs at the 1st stage, rank
the key jobs at the 2nd
stage, identify and rank
all other jobs at the 3rd
stage
Paired comparison: the
evaluator ranks each job
in turn against all other
jobs to be appraised, so
that a series of paired
ranking is produced.
The job classification
method uses job
classes or job groups
to provide more
customization in the
evaluation.
This method also
uses scales to
measure
performance rather
than comparing and
ranking employees
The earliest approach for
evaluating job based on
quantitative values.
Quantitative as the
component of job is assigned
a numerical value.
The higher the educational
requirements of the job the
higher the points scored.
The point method is usually
seen as the most reliable and
valid evaluation method by
employees compared to more
subjective methods such as
the job ranking method.
The most well known points
scheme was introduced by
Hay management consultants
in 1951. This scheme
evaluates job responsibilities
in the light of three major
factors - know how, problem
solving and accountability.
The single most
important task to
be performed in a
job is identified
and compared with
the single most
important task to
be performed in
other jobs.
Grading or Job
Classification
Point ratingRanking or job
comparison
Factor
comparison

18. Limitations if job Evaluation
Job Evaluation alone cannot establish a wage scale
Is highly subjective (based on judgmental estimate)

19. Job Design
Factors affecting job design
Job specialization & repetitive operations
Changing technology
Labor union policies
Ability 0f present personnel
Adequate availability of potential personnel
Interaction among jobs with the system
Psychological and social needs that can be met by the job

20. Job Assessment
Information about each job is made available to the assessors. Each job whether manual or not
is closely observed and inspected in actual operation by the assessors.
Methods:
Pricing job value
Work study
Method study

21. Work Measurement
ILO’s definition, “ as the application of techniques designed to establish the work content of a
specified task by determining the time required for carrying it out at a defined standard of
performance by a qualified worker”
Techniques:
1. Time study
2. Ratio-delay study (statistical sampling technique)
3. Synthesis from standard data
4. Predetermined motion time standard
5. Analytical estimating

22. Concept and definition of Ergonomics
Ergonomics is derived from two Greek words- Ergon: work; Enomos: laws
It is the study of the effects of work system on workers and it aims at fitting the work to the men
to increase their efficiency comfort and satisfaction.
ILO (international labor organization) defines ergonomics as follows:
“The application of human biological sciences in conjunction with engineering sciences to the
worker and his working environment, so as to obtain maximum satisfaction for the work which,
at the same time, enhances productivity.”

23. An example of ergonomics:
Ideal set up at work station

24. Areas of Ergonomic investigation of work
Human characteristics
Work
Working conditions
Environment

25. Motion Economy
The process of minimizing the physical and perpetual loads imposed on people engaged in any
type of work, whether it be in the office the shop floor, the kitchen or at the driving wheel.
For achieving motion economy following principles have been evolved:
1. Principle of minimum movement
2. Principle of natural movement
3. Principle of simultaneous movement
4. Principle of rhythmic movement
5. Principle of habitual movement
6. Principle of continuous movement

27. Thank you!

28. Case Study: Goodearth Financial Services
Goodearth Financial Services Limited has grown considerably during the last 5 years. Mr. Jashpal Bhatti started the company with two employees
and business for ` 6,00,000/- in gross sales. The company now employs 200 people and is expected to have business for ` 6,00,00,000/- this year.
During the early years, it was always clear what was expected from each employee. Everyone knew how to do everything and was often called
upon to do exactly that. This is no longer true and it is apparent to Mr. Jashpal Bhatti that each employee must be given a clear set of general
guidelines as to what duties the employee must perform.
A number of new players are now in financial services who are the arch competitors for Mr. Bhatti's company. The service-mix for Goodearth also
has significantly changed to keep pace with the changing customers' expectation. The company, therefore, had to change its operation strategy.
In addition, it is becoming increasingly difficult to hire employees without having a clear understanding of exactly what the individual will be doing.
Applicants seem reluctant to join the firm without some information about their probable job profile and it is difficult to know exactly what skills,
the prospective applicants should have without knowing in some detail what they will be doing.
Mr. Jashpal Bhatti decided to write job descriptions and job specifications for his employees. It is his belief that such documents will clear any
misunderstandings among employees regarding responsibilities, help to organize better the work that must be done, inform prospective
employees about their probable job duties, orient new employees and help to make better selection decisions.
You have been retained by Mr. Bhatti to determine whose responsibility it will be to gather the data and write the descriptions and specifications,
how the data will be gathered (observation, questionnaire or interview) and how detailed descriptions and specifications should be.
Mr. Bhatti is currently considering these job analysis issues but has a number of questions about how each will affect the final results.

29. Questions:
What recommendations would you make to him regarding the most appropriate individuals and
methods to be used for data collection?
What approach to the design of jobs should be considered by you and why?
Keeping in mind the recent trends in financial services companies, design the job of different
hierarchical levels for at least four operational areas with supporting background information, like; job
analysis, job description etc.
Do you think that Mr. Bhatti’s decision of fixing responsibilities and job duties was good and it affects
the final results of the company. Give your opinion to support this statement.
If you were at the place of Mr. Bhatti. What strategy you make for your prospective employees?