job, role analysis,design and hr planning. MIT presentation

1. JOB, ROLE ANALYSIS, JOB DESIGN
AND
HUMAN RESOURCE PLANNING
LISBON JOHN
SERRAO

2. WHAT IS JOB ?

3. INTRODUCTION
• JOB: A related set of tasks carried out by a person to achieve a
purpose.
• JOB DESCRIPTION: A job description contains basic information about
the job under such headings as job title, reporting relationships, overall
purpose and main activities, tasks or duties.
• JOB ANALYSIS: Job Analysis is the process of studying and collecting
information relating to the operations and responsibility of a specific
job.

4. JOB ANALYSIS

5. JOB ANALYSIS PROCESS

6. METHODS OF COLLECTING DATA FOR JOB ANALYSIS

7. IMPORTANCE OF JOB ANALYSIS
1. Facilitates proper publicity of job
2. Selection of psychological test
3. Facilitates purposeful interviews
4. Facilitates appropriate medical examination
5. Facilitates scientific selection placement and orientation
6. Facilitates scientific promotions and transfers

8. ROLE ANALYSIS
• Role: A set of expected behaviour patterns
attributed to someone occupying a given
position in organization.
• Role Identity: Certain attitudes and
behaviour consistent with a role.
• Role perception: An individual’s view of
how he or she supposed to act in given
situation.

9. Role expectations: How others believe a person
should act in a given situation.
Role conflicts: A situation in which an individual
is confronted by divergent role expectations.
Psychological contract: An unwritten
agreement that sets out what management
expects from the employee, and vice-versa.
ROLE ANALYSIS: The process of analyzing the
outcomes expected of a role holder and the
competencies required to achieve the results
expected.

10. TYPES OF ROLES
• SHAPER
• PLANT
• MONITOR-EVALUATOR
• IMPLEMENTOR
• TEAM WORKER
• COORDINATOR
• COMPLETOR-FINISHER
• RESOURCE INVESTIGATOR
• SPECIALIST

11. JOB DESIGN
• The process of defining how work will be performed and what tasks will be required
in a given job.
 Factors affecting job designing
• Organizational factors
• Environmental factors
• Behavioral factors

12. FACTORS AFFECTING JOB DESIGN
• Motivation, job engagement and job satisfaction follow mainly from the intrinsic content
of the job – work provides intrinsic rewards which are to a degree under the control of the job
holder.
• Account needs to be taken of the motivating characteristics of jobs, especially those
present when the work is meaningful, when the job has responsibility for a complete piece of
work, when workers receive feedback and when they have a reasonable degree of autonomy
in carrying out the work.
• The job as designed must satisfy the requirements of the organization for productivity,
operational efficiency and quality of product or service.
• The job should be placed logically in an organization structure with clearly defined reporting
arrangements.

13. PRINCIPLES OF JOB DESIGN
Robertson, I T and Smith, M (1985) Motivation and Job Design, IPM
• To influence skill variety, providing opportunities for people to do several
tasks and to combine tasks.
• To influence task identity, combining tasks and forming natural work units.
• To influence autonomy, giving people responsibility for determining their own
working systems.
• To influence feedback, establishing good relationships and open feedback
channels.

14. WORK SIMPLIFICATION
JOB ROTATION
Rotating from job to job
within an organization.
JOB ENLARGEMENT
Adding more tasks to
the
job: Horizontal Loading
JOB ENRICHMENT
Making jobs more
meaningful and
Challenging: Vertical
Loading
WORK TEAMS
Large task that is
completed by a group
of specific task
Assignments.
AUTONOMOUS WORK
GROUPS
Work teams are given a
goal to achieve and the
control over its
accomplishment.
Job Design
Techniques
Individual Design Options Group Design Options

15. HUMAN RESOURCE PLANNING
• The process of analyzing and identifying the need for and availability of
human resources so that the organization can meet its objectives.
• HRP is also called manpower planning, personnel planning or
employment planning.
• So Human resource planning is a process by which an organization
ensures that there are,
Right People --- Right Capabilities --- Right Time --- Right Place

16. OBJECTIVE
• To ensure optimum use of existing HR.
• To forecast future requirement for HR.
• To provide control measures to ensure that necessary HR are available as
and when required.
• To asses the surplus and shortage of HR.
• To anticipate the impact of technology on jobs and HR.
• To determine the level of Recruitment and Training.
• To estimate the cost of HR and Housing needs of employees.
• To meet the needs of expansion and diversification programs.

17. HR PLANNING CONSIDERATIONS

18. HR PLANNING CONSIDERATIONS
• Organizational growth cycle and planning – start up, growth, maturity,
decline.
• Environmental uncertainty – political, social and economical change affect all
organizations.
• Outsourcing – the process by which employees transfer routine or peripheral
work to the another organizations.
• Nature of job – job vacancies, promotions and expansion strategies.
• Type and quality of forecasting information - organizational structure,
budgets, production.
• Time horizons – long term plans and short term plans, the greater the
uncertainty the shorter the plan.
• The type of organization determines the production process, type of staff,
(supervisor and manager). And the strategy plan of the organization defines its

19. HR PLANNING PROCESS

20. BENEFITS OF HRP
• Meets up requirement of the organization
• Counter balance insecurity and change
• It helps in checking labour imbalance
• T&D of Employees

21. DIFFICULTIES OF HRP
• Lack of understanding of planning
• Insufficient job management support
• Insufficient initial efforts
• Lack of integration with organization plans
• Lack of co-ordination with other function.