In this presentation, we will discuss the selection procedure of personnel, wherein we will try to understand the meaning of a designation in a profession, sources of job information, job analysis, techniques used in job analysis and job evaluation method. To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html

1. PERSONNEL SELECTION-1:
OCCUPATIONAL
INFORMATION

2. The task of distinguishing ‘good’ from ‘poor’ and ‘not
so good’ workers has occupied the attention of
industrial psychologists almost from its inception.
Today we have a fund of information concerning the
process of personnel selection which could be o great
help to those working in and managing an industry.
We cannot think of industrial psychology, which
ignores this aspect.

3. The problems of selection, placement
and several other related problems, now
form a very important is of industrially
psychology known as manpower
planning. It may be defined as a strategy
for acquiring, utilizing, improving and
maintaining the human resources of an
industrial organization. It is aimed at
optimum use of currently employed
manpower, to assess and predict the
skills of the human beings required by an
organization now and in future and to
see that the necessary human beings
required by an available when such
needs arise

4. Selection: Selection consists of picking up by
psychologists required number of persons that are likely
to make good workers and again allocating them to the
available jobs by considering which of the selected
person is good for which the available worker to a job or
matching the abilities of the worker and requirements of a
job. It’s a random non-random process because those
selected have been chosen on the assumption that they
will make better workers than those who have been
rejected or eliminated in the selection process.

5. Selection
Selection consists of picking up by psychologists
required number of persons that are likely to make
good workers and again allocating them to the
available jobs by considering which of the
selected person is good for which the available
worker to a job or matching the abilities of the
worker and requirements of a job. It’s a random
non-random process because those selected
have been chosen on the assumption that they
will make better workers than those who have
been rejected or eliminated in the selection
process.

6. The workers are handpicked and are assigned to the jobs that
are available in the organization-this is the process of placement.
Without the knowledge of occupational information and
individual differences, no selection process can be sound.

7. Occupational Information
DOT (Dictionary of occupational Titles was first published
in 1949 and updated in 1959 and again in 1965. Two other
sources are the Occupational Outlook Handbook brought
out by the U.S. Department of Labor, and the Occupational
Information brought out by Dr. Shartle.
A dictionary of occupational title has been developed by the
Directorate General of Resettlement and Employment
Valuable source of occupational information

8. Precise meaning of some terms
Position: It refers to the various task
that are performed in an industrial
organization by individual workers,
each such position is occupied by an
industrial worker.
Job: It is group of similar positions in
an organization. It is defined as an
assignment of worker calling for a et of
duties and conditions that are different
from other work assignments.

9. Precise meaning of some terms
Job family: It is a group of similar jobs found
in several organizations, for instance,
occupations of mechanical engineer, civil
engineer and so on.
Occupation: it is a group of jobs involving
almost more or less similar work operations.
Job Description[: It is based on what we
call job analysis. It serves as a basis of
making appropriate judgments in the matter
of selection, placement, promotion and
training.

10. The Job Analysis provides the foundation for
almost everything HR is involved in.
Job Descriptions
Employee Selection
Training
Performance Appraisals
Job Classification
Job Evaluation
Job Design

11. SMEs (Subject Matter Experts)
people who have in-depth knowledge of specific
job under analysis, job skills, and abilities
Job Incumbent
Supervisors
Job Analyst

12. Interviews
Structured Questionnaire / Inventory
Direct Observation
Logbooks / Work Diaries

13. Most commonly used method
very adaptable
Usually conducted with
job incumbents
technical experts
supervisors
Questions like:
what are your most typical duties?
How long do they take?
How do you do them?
Con: people may misrepresent/exaggerate job

14. Lists of many (>200) job characteristics and
activities
rated in term of frequency and importance
method is most useful for comparing jobs
D2 - measure of similarity
found job of “housewife” is most similar to
“patrolman”!
very commonly used (esp. with interviews)

15. Rate the extent to which each is used by the worker as a
source of information in performing the job:
Extent of Use: N - Does not apply
1 - Very infrequent
2- Occasional
3 - Moderate
4 - Considerable
5 - Very substantial
1.___ Written materials (books, reports, articles).
2.___ Quantitative materials (graphs, tables of numbers)
3.___ Measuring devices (calipers, tire pressure gauges,
thermometers)
4.___ Features of nature (landscapes, geological samples,
cloud formations)

16. Unobtrusive method
camera; video; audio
Excellent for understanding and
appreciating conditions under which job is
performed
Allows analyst to experience aspects of job
that worker may not be aware of
Not as good for understanding why
behaviors do/do not occur

17. Worker makes systematic entries in book
outlining activities
May be useful for jobs that are difficult to
observe
But, not commonly used
too much variance in writing skills
can exaggerate tasks performed
Can be done with beepers

18. Read any info available re: job
training manuals
job descriptions
equipment manuals
Interview middle managers
pick up lingo
understand job importance acc. to management
get feel for job
develop questions for later interviews

19. Observe 3 or 4 people doing job
Schedule interviews with incumbents and
supervisors
Distribute questionnaires/inventories re: job
duties
Combine/compile info (most imp.)
must summarize using all info.
no standard procedure; uses creativity

20. Reduce Role Conflict and Ambiguity
reduce discrepancy between what organization
thinks job is and what job is in reality
Design and Evaluation of Training
focus training on most difficult and/or most
frequent elements of job
Performance Appraisal
criteria for appraisal should be matched with most
important elements of job

21. Job Design
simplify job with too many disparate activities
Personnel Selection
once KSAs are identified, job requirements can be
generated
items on job tests can be written based on JA
e.g., if job requires high intelligence, give intelligence
test

22. Compliance with Civil Rights Legislation
CRA of 1964, 1991, Age Discrimination Act,
Americans with Disabilities Act
if discrimination occurs, must be justifiable business
practice
JA is necessary, but not sufficient component
Job Evaluation
judges relative worth of jobs in an organization
sets fair compensation rates

23. Job Analysis
An accurate information of what a worker has to do on
a job is determined by a group of procedures known as
job analysis. The different methods for job analysis are
Questionnaire method, checklist, interview method,
diary method and critical incident technique.
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24. Some Psychological Techniques used in Job Analysis
Job Psychograph is a technique which consists of a complete
statement of personnel requirements of a job. It was developed by
Viteles in 1932
Critical Job Elements is a another technique of job analysis. Critical
job elements is the list of critical behaviors essential for performing a
job on which successful operation of a job depends. A job element is
defined as an ability that may be required on various jobs, yet which is
unique in the sense that it measures something different from other
job elements. The different 16 job elements are inspection, assembly,
judgment & comprehension, ingenuity, alertness, coding, memory,
precision, scales, coordination, arithmetic, patterns, components,
tables, mechanics, expressions. The test is well known as the FACT
(The Flanagan Aptitude Classification Test)

25. Some Psychological Techniques used in Job Analysis
Occupational Ability Pattern
(OAP) . It makes use of several well-
standardized psychological tests,
which are used presently in industry.
These tests are good measures of
various abilities, which are required
in successful performance of a job
It is most objective.

26. Steps n Job Analysis
•1st step: Collect the inventory
•2nd step: Administer the inventory to the
experienced job incumbents
•3rd step: Administer the revised inventory to a
large sample of job incumbents
•4th step: Prepare a final list of statement by
determining the consistency

27. • Process of systematically determining the relative
worth of jobs to create a job structure for the
organization.
• The evaluation is based on a combination of job
content, skills required, value to the organization,
organizational culture, and the external market.
• This potential to blend internal forces and
external market forces is both a strength and a
challenge to job evaluation.

28. Internal
alignment Job analysis Job description Job evaluation Job structure
Work relationships within the
organization
Some Major Decisions in Job Evaluation
Some Major Decisions in Job Evaluation
•• Establish purpose of evaluation
Establish purpose of evaluation
•• Decide whether to use single or multiple plans
Decide whether to use single or multiple plans
•• Choose among alternative approaches
Choose among alternative approaches
•• Obtain involvement of relevant stakeholders
Obtain involvement of relevant stakeholders
•• Evaluate plan’s usefulness
Evaluate plan’s usefulness

29. Job Evaluation is: Assumption
A measure of job Content has an innate value outside of external market.
content
A measure of relative Relevant groups can reach consensus on relative
value value.
Link with external Job worth cannot be specified without external market
market information.
Measurement device Honing instruments will provide objective measures.
Negotiation Puts face of rationality to a social / political process.
Establishes rules of the game.
Invites participation.

30. Job Evaluation Methods
Job Ranking
Raters examine job description and arrange jobs according to
value to company
Job Classification
Classes or grades are defined to describe a group of jobs.
Point Method
Numerical values are assigned to specific job components; sum
of values provides quantitative assessment of job’s worth (Hay
Guide Chart-Profile Method)

31. Overview of the Point System
Degree of Factor
Job
Factor Weight 1 2 3 4 5
1. Education 50% 100 200 300 400 500
2. Respon- 30% 75 150 225 300
sibility
3. Physical 12% 24 48 72 96 120
effort
4. Working 8% 25 51 80
conditions

32. Comparison of Job Evaluation Methods
Advantage Disadvantage
Ranking Fast, simple, easy to Cumbersome as number
explain. of jobs increases. Basis
for comparisons is not
called out.
Classification Can group a wide range Descriptions may leave
of work together in one too much room for
system. manipulation.
Point Compensable factors call Can become
out basis for bureaucratic and rule-
comparisons. bound.
Compensable factors
communicate what is
valued.

33. Differences in the rates paid for different jobs and
skills also influences how fairly employees believe
they are being treated. Unfair treatment is ultimately
counterproductive.
Job evaluation has evolved into many different forms
and methods. Consequently, wide variations exist in
its use and how it is perceived.
No matter how job evaluation is designed, its
ultimate use is to help design and manage work-
related, business-focused, and agreed-upon pay
structure.

34. Clustering of Grouping Occupations:
List of jobs are known as job families or job clusters. A
job cluster or family consists of occupations which
demand similar patterns of activity. The job requires
similar activities, the same worker characteristics or traits,
corresponding machines, tools materials and instruments
and work in the same kind of material are placed in the
same cluster or family. Factor analysis is a much more
sophisticated technique used for clustering jobs based on
statistical procedures.

35. Concluding Remarks
Selection and placement processes are an integral part of
manpower planning of human resources planning of any
industrial organization. Any personnel department cannot
undertake these functions unless it has adequate occupational
information concerning the variety of jobs that are available and
for which the workers are to be selected and a assigned to the
various positions in the organization.

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