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Job analysis is the process of determining the type of person required for a job. It helps with human resource planning, recruitment and selection, placement, training and development, job evaluation, performance appraisal, employee counseling, job design, organizational design, and safety and health. Specifically, it provides information about job requirements, qualifications, tasks, and standards that assist human resources functions and ensure employees are matched to suitable jobs.
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The concept of recruitment
[1] The document discusses the concept and process of recruitment. It defines recruitment as the process of finding and attracting job applicants.
[2] The recruitment process involves identifying vacancies, advertising positions, short-listing candidates, interviewing, and making hiring decisions. The goal is to create a pool of candidates for selection.
[3] Recruitment sources can be internal through promotion or transfer, or external through methods like advertisements, employment agencies, and references. Factors like globalization, motivation, and strategic priorities present challenges to HR professionals in recruitment.
Recruitment and selection
The document discusses recruitment and selection processes. It defines recruitment as attracting candidates to jobs and selection as hiring the right person for the right job. The process involves planning, locating prospective candidates through internal and external sources, evaluating applicants through screening, interviews, testing and reference checks, making a selection decision and job offer. It also discusses recruitment and selection objectives and strategies, different recruitment and selection systems, and concludes that filling vacancies with right people at the right cost achieves organizational goals.
Standard procedure for selecting hospitality industry employees
The document discusses employee selection and the process of comparing job candidates' qualifications to the requirements of an open position. The goal is to maintain or increase organizational efficiency by selecting the most suitable candidates. Selection involves comparing employee characteristics to the job model or standard. There are three main models: model fitting for a single candidate, model selection for multiple candidates and one vacancy, and model classification for multiple candidates and vacancies. Effective selection tools like applications and weighted applications can help predict an applicant's potential workplace success by collecting verifiable background data and determining links to job performance.
Recruitment and selection
recuretment ans selection. recruitment meaning and definition . selection meaning and definition. conclusion
Recruitment and Selection
The document discusses the recruitment and selection process. It defines recruitment as searching for and obtaining job applicants, and selection as differentiating between applicants to identify those most likely to succeed. It describes the various steps in recruitment, including sources like internal referrals and external advertising. Factors influencing recruitment include internal policies and external market forces. The selection process involves application screening, tests, interviews, reference checks, a selection decision, physical exams, a job offer, employment contract, and evaluation. The goal is to hire candidates that are the right fit for organizational culture and success in the job.
Recruitment And Selection Summary
Tests and assessments are used in the recruitment and selection process to evaluate candidates. Ability and aptitude tests measure specific skill sets through multiple choice questions under exam conditions. Psychometric and personality tests assess preferences and values through un-timed tests with multiple answers related to personality traits like teamwork and leadership. Assessment centers last 1-2 days and include social events, information sessions, and exercises to measure competencies. Internal recruitment is cheaper and faster but lacks new ideas, while external recruitment casts a wider net but costs more and takes longer.
Factors tht affect recruitment[ppt]
Internal and external factors affect an organization's recruitment process. Internal factors include the recruitment policy, human resource planning, size of the firm, cost of recruitment, and growth and expansion. External factors include the supply and demand of qualified candidates in the labor market, the organization's image and reputation, political, social and legal regulations, unemployment rates, and competition from other employers. Effective recruitment requires considering both internal needs and external conditions to attract and hire the best qualified candidates.
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The document discusses recruitment, which is the process of finding and hiring job candidates. There are two main sources of recruitment: internal and external. Internal recruitment sources involve hiring from within the company, such as through promotions or referrals. External recruitment sources involve hiring outside candidates, such as through recruitment agencies or job boards. The document outlines advantages and disadvantages of both internal and external recruitment sources.
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The concept of recruitment
[1] The document discusses the concept and process of recruitment. It defines recruitment as the process of finding and attracting job applicants.
[2] The recruitment process involves identifying vacancies, advertising positions, short-listing candidates, interviewing, and making hiring decisions. The goal is to create a pool of candidates for selection.
[3] Recruitment sources can be internal through promotion or transfer, or external through methods like advertisements, employment agencies, and references. Factors like globalization, motivation, and strategic priorities present challenges to HR professionals in recruitment.
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The document discusses recruitment and selection processes. It defines recruitment as attracting candidates to jobs and selection as hiring the right person for the right job. The process involves planning, locating prospective candidates through internal and external sources, evaluating applicants through screening, interviews, testing and reference checks, making a selection decision and job offer. It also discusses recruitment and selection objectives and strategies, different recruitment and selection systems, and concludes that filling vacancies with right people at the right cost achieves organizational goals.
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Recruitment and selection
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The document discusses the recruitment and selection process. It defines recruitment as searching for and obtaining job applicants, and selection as differentiating between applicants to identify those most likely to succeed. It describes the various steps in recruitment, including sources like internal referrals and external advertising. Factors influencing recruitment include internal policies and external market forces. The selection process involves application screening, tests, interviews, reference checks, a selection decision, physical exams, a job offer, employment contract, and evaluation. The goal is to hire candidates that are the right fit for organizational culture and success in the job.
Recruitment And Selection Summary
Tests and assessments are used in the recruitment and selection process to evaluate candidates. Ability and aptitude tests measure specific skill sets through multiple choice questions under exam conditions. Psychometric and personality tests assess preferences and values through un-timed tests with multiple answers related to personality traits like teamwork and leadership. Assessment centers last 1-2 days and include social events, information sessions, and exercises to measure competencies. Internal recruitment is cheaper and faster but lacks new ideas, while external recruitment casts a wider net but costs more and takes longer.
Factors tht affect recruitment[ppt]
Internal and external factors affect an organization's recruitment process. Internal factors include the recruitment policy, human resource planning, size of the firm, cost of recruitment, and growth and expansion. External factors include the supply and demand of qualified candidates in the labor market, the organization's image and reputation, political, social and legal regulations, unemployment rates, and competition from other employers. Effective recruitment requires considering both internal needs and external conditions to attract and hire the best qualified candidates.
Recruitment
The document discusses recruitment, which is the process of finding and hiring job candidates. There are two main sources of recruitment: internal and external. Internal recruitment sources involve hiring from within the company, such as through promotions or referrals. External recruitment sources involve hiring outside candidates, such as through recruitment agencies or job boards. The document outlines advantages and disadvantages of both internal and external recruitment sources.
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The document summarizes the development of human resource management and planning over time from the 1880s to present day. It traces the evolution from social welfare departments helping injured workers, to personnel and labor relations departments handling collective bargaining and legal compliance, to modern human resource management focusing on strategic planning, staffing, and developing a high performance workforce. It also provides examples of methods for forecasting employment needs, typical selection processes, and addressing surplus personnel issues.
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This material contain the collection of material related to recruitment and its policy. The selection process and the types of promotion and transfers. The criteria for promotion is also added. The material concludes with concept of Quality of Work LifeRecruitment and selection
This document discusses recruitment and selection. It defines recruitment as attracting candidates to jobs, and selection as hiring the right person for the right job. The recruitment and selection process involves job analysis, developing job qualifications and descriptions, setting objectives and strategies, and considering internal and external candidate sources. Planning includes defining objectives and strategies. The recruitment system uses internal sources like promotions and external sources like advertisements. The selection system involves preliminary interviews, applications, interviews, references, testing, examinations, and offers. The conclusion states the goals of filling vacancies with right people at the right time and cost.
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The document discusses the internal and external sources of recruitment that organizations use. It notes that internal sources include transfers, promotions, and recruiting relatives of deceased employees. External sources mentioned include advertisements, educational institutes, placement agencies, employment exchanges, contractors, unsolicited applicants, referrals, and recruiting at factory gates. The document also discusses recent trends in e-recruitment and outsourcing.
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Job analysis is a systematic process of gathering data about job roles and requirements. This data can be collected through observation, interviews, questionnaires, and records. The results of job analysis inform the recruitment and selection process. Recruitment strategies include both external methods like advertisements and internal promotions. Selection aims to choose the best candidates through testing, interviews, and evaluating qualifications. While job analysis and screening methods are important, there are also limitations in predicting how candidates will perform once hired.
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Here are the key steps in priority order for the recruitment plan:
1. Review, develop & revise job descriptions of the three positions. This will ensure clarity on the roles and requirements which is essential for recruitment.
2. Identify the current workforce competencies & promotability. Checking for internal candidates first is preferable to consider promotion and retention.
3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously. With job descriptions and internal candidates assessed, a plan can be made on external recruitment of the production operators, quality inspectors and plant engineer as needed.
The priority is to first have clear job descriptions. Then consider internal candidates for promotion which supports retention. Only
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Recruitment involves planning to acquire the right number and type of employees. It begins with planning vacancies and targets, then activating sources and advertising positions. Selection identifies qualified applicants through preliminary interviews, tests, employment interviews, reference checks, and selecting final candidates. The process concludes with physical exams, job offers, and employment contracts.
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The document discusses various staffing activities including recruitment, selection, and onboarding processes. It covers topics such as determining hiring needs, attracting candidates, screening applicants, interviewing, assessing skills, and integrating new employees. Recruitment sources include internal referrals, job boards, agencies, and campus recruiting. The use of electronic recruiting and talent management systems is also addressed.
Job Analysis.pptx
Job analysis is the systematic examination of jobs to collect information about the tasks, responsibilities, skills, and abilities required to perform them effectively. This information is used to develop job descriptions, which outline the duties and requirements of a specific role, and job specifications, which define the qualifications needed by candidates. Job analysis provides essential information for human resource functions like recruitment, selection, training, performance evaluation, compensation, and career planning. It involves techniques like observation, interviews, questionnaires to understand job requirements and the characteristics needed for success.
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This document discusses human resource acquisition and planning. It defines key terms like job analysis, job description, job specification, and job design. Job analysis determines job duties and requirements to hire qualified candidates. Job descriptions document specific job details. Job specifications list minimum qualifications. Job design aims to match jobs and employees, such as through job enlargement or enrichment. Finally, human resource planning is important for predicting future needs, managing change, and realizing organizational goals through effective utilization of human resources.
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The document discusses the recruitment and selection process at Big Ideas HR Consulting Pvt. Ltd. It defines recruitment as the process of searching and obtaining job applicants, and selection as differentiating between applicants to identify the most likely to succeed. The summary outlines the key steps in both processes, including planning, advertising, screening, interviews, testing, hiring decisions and evaluations. It concludes that the company follows defined recruitment and selection policies to acquire qualified employees, and has opportunities to improve through tools like psychometric testing.
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The document summarizes a group presentation on recruitment and selection processes at UiTM Terengganu. It discusses that UiTM Terengganu is headed by a Deputy Director and supported by program coordinators, assistant registrars, unit heads, and executive officers. UiTM Terengganu conducts its own recruitment and selection to fill around 200 lecturer and 41 staff positions. The presentation then outlines the steps in recruitment, sources of candidates, and selection methods used at UiTM Terengganu.
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The document discusses the internal and external sources of recruitment that organizations use. It notes that internal sources include transfers, promotions, and recruiting relatives of deceased employees. External sources mentioned include advertisements, educational institutes, placement agencies, employment exchanges, contractors, unsolicited applicants, referrals, and recruiting at factory gates. The document also discusses recent trends in e-recruitment and outsourcing.
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Selection involves choosing the most suitable job applicants through a multi-step process including screening applications, testing skills and abilities, interviewing candidates, checking references, conducting physical exams, and making a job offer. The goal is to identify those with the best chance of meeting performance standards while avoiding selection errors by rejecting qualified applicants or accepting those unlikely to perform well. An effective selection system balances ensuring good job fit with controlling costs through structured and valid screening methods.
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HR planning, also known as manpower planning, involves analyzing an organization's changing human resource needs and developing programs to meet those needs. The key aspects of HR planning include establishing organizational objectives, assessing current employee skills, analyzing future availability of employees, and planning recruitment and development programs. Recruiting qualified candidates, selecting employees based on factors like job requirements and size of the organization, and orienting new employees are important parts of the HR planning process. Conducting interviews, administering relevant tests, and making final hiring decisions while following legal guidelines are crucial to properly selecting employees and achieving organizational goals.
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Job analysis is a systematic process of gathering data about job roles and requirements. This data can be collected through observation, interviews, questionnaires, and records. The results of job analysis inform the recruitment and selection process. Recruitment strategies include both external methods like advertisements and internal promotions. Selection aims to choose the best candidates through testing, interviews, and evaluating qualifications. While job analysis and screening methods are important, there are also limitations in predicting how candidates will perform once hired.
Recruitment, Selection, and Placement
Here are the key steps in priority order for the recruitment plan:
1. Review, develop & revise job descriptions of the three positions. This will ensure clarity on the roles and requirements which is essential for recruitment.
2. Identify the current workforce competencies & promotability. Checking for internal candidates first is preferable to consider promotion and retention.
3. Develop the recruitment plan as to which positions will be prioritized or whether all positions will be recruited simultaneously. With job descriptions and internal candidates assessed, a plan can be made on external recruitment of the production operators, quality inspectors and plant engineer as needed.
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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.
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Conducting a job analysis is crucial for organizations as it provides valuable insights into various aspects of a job. It serves as the foundation for effective human resource management by enabling organizations to design and redesign jobs, recruit and select the right candidates, establish performance expectations, identify training needs, determine fair compensation, ensure occupational health and safety, support career development and succession planning, and maintain legal and regulatory compliance. A job analysis helps organizations align their HR practices with business objectives, enhance employee performance and engagement, and create a productive and compliant work environment.
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Digital India will need a big trained army of Health Informatics educated & trained manpower in India.
Presently, generalist IT manpower does most of the work in the healthcare industry in India. Academic Health Informatics education is not readily available at school & health university level or IT education institutions in India.
We look into the evolution of health informatics and its applications in the healthcare industry.
HIMMS TIGER resources are available to assist Health Informatics education.
Indian Health universities, IT Education institutions, and the healthcare industry must proactively collaborate to start health informatics courses on a big scale. An advocacy push from various stakeholders is also needed for this goal.
Health informatics has huge employment potential and provides a big business opportunity for the healthcare industry. A big pool of trained health informatics manpower can lead to product & service innovations on a global scale in India.
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三、进国企，银行，事业单位，考公务员等等，这些单位是必需要提供真实教育部认证的，办理教育部认证所需资料众多且烦琐，所有材料您都必须提供原件，我们凭借丰富的经验，快捷的绿色通道帮您快速整合材料，让您少走弯路。
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
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5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
【关于价格问题（保证一手价格）】
我们所定的价格是非常合理的，而且我们现在做得单子大多数都是代理和回头客户介绍的所以一般现在有新的单子 我给客户的都是第一手的代理价格，因为我想坦诚对待大家 不想跟大家在价格方面浪费时间
对于老客户或者被老客户介绍过来的朋友，我们都会适当给一些优惠。
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Health Tech Market Intelligence Prelim Questions -
The Ultimate Guide to Setting up Market Research in Health Tech part -1
How to effectively start market research in the health tech industry by defining objectives, crafting problem statements, selecting methods, identifying data collection sources, and setting clear timelines. This guide covers all the preliminary steps needed to lay a strong foundation for your research.
This lays foundation of scoping research project what are the
Before embarking on a research project, especially one aimed at scoping and defining parameters like the one described for health tech IT, several crucial considerations should be addressed. Here’s a comprehensive guide covering key aspects to ensure a well-structured and successful research initiative:
1. Define Research Objectives and Scope
Clear Objectives: Define specific goals such as understanding market needs, identifying new opportunities, assessing risks, or refining pricing strategies.
Scope Definition: Clearly outline the boundaries of the research in terms of geographical focus, target demographics (e.g., age, socio-economic status), and industry sectors (e.g., healthcare IT).
3. Review Existing Literature and Resources
Literature Review: Conduct a thorough review of existing research, market reports, and relevant literature to build foundational knowledge.
Gap Analysis: Identify gaps in existing knowledge or areas where further exploration is needed.
4. Select Research Methodology and Tools
Methodological Approach: Choose appropriate research methods such as surveys, interviews, focus groups, or data analytics.
Tools and Resources: Select tools like Google Forms for surveys, analytics platforms (e.g., SimilarWeb, Statista), and expert consultations.
5. Ethical Considerations and Compliance
Ethical Approval: Ensure compliance with ethical guidelines for research involving human subjects.
Data Privacy: Implement measures to protect participant confidentiality and adhere to data protection regulations (e.g., GDPR, HIPAA).
6. Budget and Resource Allocation
Resource Planning: Allocate resources including time, budget, and personnel required for each phase of the research.
Contingency Planning: Anticipate and plan for unforeseen challenges or adjustments to the research plan.
7. Develop Research Instruments
Survey Design: Create well-structured surveys using tools like Google Forms to gather quantitative data.
Interview and Focus Group Guides: Prepare detailed scripts and discussion points for qualitative data collection.
8. Sampling Strategy
Sampling Design: Define the sampling frame, size, and method (e.g., random sampling, stratified sampling) to ensure representation of target demographics.
Participant Recruitment: Plan recruitment strategies to reach and engage the intended participant groups effectively.
9. Data Collection and Analysis Plan
Data Collection: Implement methods for data gathering, ensuring consistency and validity.
Analysis Techniques: Decide on analytical approaches (e.g., statistical
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Basics of Electrocardiogram
CONTENTS
●Conduction System of the Heart
●What is ECG or EKG?
●ECG Leads
●Normal waves of ECG.
●Dimensions of ECG.
● Abnormalities of ECG
CONDUCTION SYSTEM OF THE HEART
ECG:
●ECG is a graphic record of the electrical activity of the heart.
●Electrical activity precedes the mechanical activity of the heart.
●Electrical activity has two phases:
Depolarization- contraction of muscle
Repolarization- relaxation of muscle
ECG Leads:
●6 Chest leads
●6 Limb leads
1. Bipolar Limb Leads:
Lead 1- Between right arm(-ve) and left arm(+ve)
Lead 2- Between right arm(-ve) and left leg(+ve)
Lead 3- Between left arm(-ve)
and left leg(+ve)
2. Augmented unipolar Limb Leads:
AvR- Right arm
AvL- Left arm
AvF- Left leg
3.Chest Leads:
V1 : Over 4th intercostal
space near right sternal margin
V2: Over 4th intercostal space near left sternal margin
V3:In between V2 and V4
V4:Over left 5th intercostal space on the mid
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V5:Over left 5th intercostal space on the anterior
axillary line
V6:Over left 5th intercostal space on the mid
axillary line.
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Waves of ECG:
P Wave
•P Wave is a positive wave and the first wave in ECG.
•It is also called as atrial complex.
Cause: Atrial depolarisation
Duration: 0.1 sec
QRS Complex:
•QRS’ complex is also called the initial ventricular complex.
•‘Q’ wave is a small negative wave. It is continued as the tall ‘R’ wave, which is a positive wave.
‘R’ wave is followed by a small negative wave, the ‘S’ wave.
Cause:Ventricular depolarization and atrial repolarization
Duration: 0.08- 0.10 sec
T Wave:
•‘T’ wave is the final ventricular complex and is a positive wave.
Cause:Ventricular repolarization Duration: 0.2 sec
Intervals and Segments of ECG:
P-R Interval:
•‘P-R’ interval is the interval
between the onset of ‘P’wave and onset of ‘Q’ wave.
•‘P-R’ interval cause atrial depolarization and conduction of impulses through AV node.
Duration:0.18 (0.12 to 0.2) sec
Q-T Interval:
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wave and the end of ‘T’ wave.
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and ventricular repolarization,
i.e. it signifies the
electrical activity in ventricles.
Duration:0.4-0.42sec
S-T Segment:
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Duration: 0.08 sec
R-R Interval:
•‘R-R’ interval is the time interval between two consecutive ‘R’ waves.
•It signifies the duration of one cardiac cycle.
Duration: 0.8 sec
Dimension of ECG:
How to find heart rhytm of the heart?
Regular rhytm:
Irregular rhytm:
More than or less than 4
How to find heart rate using ECG?
If heart Rhytm is Regular :
Heart rate =
300/No.of large b/w 2 QRS complex
= 300/4
=75 beats/mins
How to find heart rate using ECG?
If heart Rhytm is irregular:
Heart rate = 10×No.of QRS complex in 6 sec 5large box = 1sec
5×6=30
10×7 = 70 Beats/min
Abnormalities of ECG:
Cardiac Arrythmias:
1.Tachycardia
Heart Rate more than 100 beats/min
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- 1. IMPORTANCE OR USES OR BENEFITS OF JOB ANALYSIS
- 2. Job analysis is an important component of human resource management system. It is the process of determining the type of person required to be employed for doing the job.
- 3. The importance or uses or benefits of job analysis are as follows:
- 4. 1) Human resource planning: job analysis helps in human resource planning as job analysis is a qualitative aspect which means the type of people required for doing the job. it is the job analysis which helps in kind of job, qualification required and what an average person can do on a job in a day. Thus it helps in division of work which is an essential element for the human resource planning.
- 5. 2) Recruitment and selection: To make an employment programme successful it is necessary to have a complete knowledge of job description (requirement of job) and job specification (requirement of job holder). Both of them help in the effective execution of the employment programme.
- 6. 3) Placement: job analysis helps in proper placement of the employees as it helps in proper pacing of the employees as per their interest and abilities. Thus, a person is assigned to the job which is best fitted for him.
- 7. 4) Training and development: the purpose of training and development is to help the employees in gaining the skill required for doing the job. This aim can be achieved successfully if the employees are aware of job description as well as the job specification which means they must be aware of what is expected from them. This helps in making the content of training and development effective.
- 8. 5) Job evaluation: job evaluation is the process of determining the relative worth of various jobs which means the compensation of job. to calculate the worth of job description helps a lot.
- 9. 6) Performance appraisal: to check the performance of the employees the actual work done by the employees is compared with the set standards. So here job analysis data can be used to establish the standards for every job.
- 10. 7) Employee counseling: job analysis helps the employees in making career choices. Employees who are not able to cope with the present job are advised to opt for other job which is less demanding.
- 11. 8) Job design: job analysis helps in designing as well as redesigning the job. 9) Organizational design: job analysis helps in effective organizational design by making balance between authority and responsibility. 10) Safety and health: job analysis helps in making proper measures to identify the unhealthy environment so corrective measures can be taken to ensure proper safety and avoid unhealthy conditions. These are the importance or uses or benefits of job analysis.