Human resource management

1. Job Analysis
• It is a systematic analysis of each job for the
purpose of collecting information as to what
the job holder does, under what circumstances
it is performed and what qualifications are
required for doing the job.
• Definitions of Job Analysis
• Edwin Flippo: “Job analysis is the process of
studying and collecting information relating to
the operations and responsibility of a specific
job”.

2. Uses of Job Analysis
• Human resource planning
• Recruitment
• Selection of personnel
• Training and development
• Organization audit
• Job evaluation
• Job design
• Performance appraisal
• Career planning
• Safety and health

3. Steps/stages/process/procedure in Job
Analysis
• Collection of background information
• Selection of representative job to be analyzed
• Collection of job analysis data
• Job Description
• Developing job specification

4. Techniques of Job Analysis Data
• Personal observation
• Sending out questionnaires
• Maintenance of log records
• Conducting personal interviews

5. Components of Job Analysis
Job Analysis
Job
Description
Job
Specification

6. Job Description
• The preparation of job description is
necessary before a vacancy is advertised. It
tells in brief the nature of a job. In other
words, it emphasizes the job requirements.
• Edwin Flippo: “Job Description is an
organized factual statement of the duties
and responsibilities of a specific job. It
should tell what is to be done, how it is
done and why.”

7. The details given in Job Description
Job title
Organizational location of the job
Supervision given and received
Materials, tools, machinery and equipment worked with
Designation of the immediate superiors and subordinates
Salary levels: Pay, DA, other allowances, bonus, incentive
wage, method of payment, hours of work, shift, break etc.
Complete list of duties to be performed separated according to
daily, weekly, monthly and casual, estimated time to be
spent on each duty
Conditions of work: Location, time, speed of work, accuracy,
health hazards, accident hazards
Training and development facilities
Promotional chances and channels

8. Job Specification
Definition of Job Specification
Edwin Flippo: “Job Specification is a statement
of minimum acceptable human qualities
necessary to perform a job properly”.

9. Job Specification covers
• Educational and professional qualifications
• Skills
• Practical experience
• Physical fitness
• Special qualities required for performing the
job
• Intelligence, judgment and initiative required
for performing the job

10. Job Design
• Job design involves integration of tasks, duties,
and responsibilities into a unit of work to
achieve certain objectives
• Job design means the ways that decision-
makers choose to organize work
responsibilities, duties, activities, and tasks.
• Job design is important for an organization to
perform the organizational activities in the
most efficient and effective manner.

11. Job Design
Definition
Job design integrates the work content (tasks, functions,
relationships), the rewards and the qualifications
required (skills, knowledge, abilities)for each job in a
way that meets the needs of employees and the
organization’.
-Milkovich
• In a simple way, job design is how organizations define
and structure jobs.
• Job Design is the process by which a job may be made
interesting ,giving more freedom and autonomy to
employees and less tedious.

12. Job Design
• The basic objective of job design is to find a fit
between a job and job holder so that the job is
performed well and the job holder experiences
satisfaction and puts his best effort for job
performance.
• For job design various efforts have been made to
design jobs in such a way that jobs are performed
efficiently.
• These efforts have resulted in two distinct approaches
of job design.
Traditional job design
Motivational job design

13. Job Design
• Traditional job design
• Traditional job design is based on Taylor’s scientific
management.
• Traditional job design takes into account only technical
aspect of a job, and job design is based on time, motion,
and fatigue.
• A job should be designed in such a way that its
performance requires least movement on the part of the
job performer.
• Traditional job design, puts emphasis on job
simplification, that is designing the job in such a way
that it is simple, safe, and minimizes the mental
demands on job performer.

14. Job Design
• A job is broken into least possible complex tasks, and a
job performer is assigned only a specific task based on
his specialization.
• while this mechanism increased efficiency, this
efficiency in not long lasting because of high level of
monotony.
• The rate of employee absenteeism and turnover is high.
• This is the reason for discarding traditional job design.
Motivational Job Design:
• Motivational job design addresses psychological issues
along with technical issues that go in determining
content and context of a job.

15. Job Design
• Motivational job design tries to ensure job performance
efficiency on a continuous basis.
• According to this approach, any person who works for
a living spends a significant amount of his time at the
workplace executing the requirements, duties, and
activities involved in job.
• In motivational job design some are more interesting
and challenging than others.

16. Job Design
Factors in job design
Job design is affected by a variety of factors which may be
grouped into three categories of factors.
Environmental factors – Technological development,
Availability of personnel, Socio-cultural expectations.
Organizational factors – Nature of task characteristics, use of
work practices, ergonomics.
Ergonomics is concerned with designing jobs integrating socio-
technical factors of the job and the characteristics of job
holder so that he can perform the job effectively.
Individual Factors – Not all individuals react uniformly to a
particular job design. This happens because of individual
differences. An individual differs from others in terms of age,
sex, physical feactures intelligence etc.

17. Job Design
Mechanism of Job Design
Mechanism of job design considers two aspects of job.
Number of tasks in a job
Complexity of task
A job containing few specific tasks is a simple one. Job
containing many tasks becomes difficult. Task
complexity is the factor associated with the
performance of a job.
A job is less complex when it can be performed by
considering a limited number of factors. A more
complex job requires the consideration of large number
of factors.

18. Job Rotation
• Job rotation is the systematic movement of employees
from one job to another within the organization to achieve
various human resources objectives such as orienting new
employees, training employees, enhancing career
development, and preventing job boredom or burnout.
• The purpose of job rotation policy is to enable staff
members to develop knowledge new skills and a broader
understanding of our operation/programs and to utilize
staff effectively.

19. Job Rotation - Objectives
• Reducing Monotony of the Job:
• The first and foremost objective of job rotation is to reduce
the monotony and repetitiveness involved in a job
• Succession Planning:
• The concept of succession planning is ‘Who will replace
whom’. Its main function of job rotation is to develop a pool
of employees who can be placed at a senior level when
someone gets retired or leaves the organization.
• Creating Right-Employee Job Fit:
• The success of an organization depends on the on-job
productivity of its employees. Fitting a right person in right
vacancy is one of the main objectives of job rotation.

20. Job Rotation - Objectives
• Exposing Workers to All Verticals of the Company:
Another main function of job rotation process is to exposing
workers to all verticals or operations of the organization in
order to make them aware how company operates and how
tasks are performed. It gives them a chance to understand the
working of the organization and different issues that crop up
while working.
• Testing Employee Skills and Competencies:
Testing and analyzing employee skills and competencies and
then assigning them the work that they excel at is one of the
major functions of job rotation process.
• Developing a Wider Range of Work Experience:
Employees, usually don’t want to change their area of
operations. Once they start performing a specific task, they
don’t want to shift from their comfort zone.

21. Job Enlargement
• The definition of job enlargement is adding
additional activities within the same level to
an existing role. This means that a person will
do more, different activities in their current
job. For example, an employee who will now
also manage her own planning where this was
formerly done by her manager.

22. Advantages & drawbacks of job
Enlargement
• Enlarging highly specialized jobs leads to a number of
advantages: it creates a wider range of activities, it reduces
monotony, it teaches a variety of skills and helps career
growth, it earns a higher wage and it gives more autonomy,
accountability, and responsibility.
• Job enlargement has a number of drawbacks: lower
efficiency, lower quality, job creep, and increased training
levels and costs.

23. Recruitment and selection
• Recruitment and selection are two fundamental processes
within Human Resource Management that involve
attracting, assessing, and choosing the most suitable
individuals to fill job positions within an organization. These
processes are integral to building a capable and effective
workforce, as they ensure that the right people with the
necessary skills, qualifications, and attributes are brought
on board to contribute to the organization's goals.

24. Recruitment
• Recruitment is the process of attracting qualified
candidates to apply for the job. This can be done
through a variety of methods, such as job postings,
online advertising, Employee referrals, and networking.
• The recruitment process is a systematic series of steps
that an organization follows to identify, attract,
evaluate, and ultimately hire the most suitable
candidates for its job openings. This process aims to
ensure that the organization is able to secure
individuals who possess the necessary skills,
qualifications, and cultural fit to thrive within the
company.

25. Selection
• Selection is the process of evaluating the candidates
and choosing the best one for the job. This can involve
screening resumes, conducting interviews, and
administering tests and assessments.
• "selection" refers to the process of evaluating and
choosing the most suitable candidates from a pool of
applicants who have gone through the recruitment
process. This process involves a series of systematic
steps designed to assess candidates' qualifications,
skills, experiences, and cultural fit with the
organization.

26. Objectives of Recruitment & Selection
• Attract a pool of qualified candidates: The goal of
recruitment is to attract a pool of qualified candidates
who are interested in the job. This can be done through a
variety of methods, such as job postings, online
advertising, and employee referrals.
• Screen candidates: The goal of selection is to screen
candidates and identify the best ones for the job. This
can be done through a variety of methods, such as
resume screening, interviews, and tests.
• Make a hiring decision: The goal of selection is to make
a hiring decision based on the information gathered
during the recruitment and selection process. This
decision should be made in a fair and objective manner.

27. Objectives of Recruitment & Selection
• Fill the vacancy in a timely manner: The goal is to fill the
vacancy in a timely manner, so that the organization does
not suffer any delays or disruptions.
• Hire the right person for the job: The goal is to hire the
person who is the best fit for the job, so that they can be
successful in the role and contribute to the organization's
success.
• Reduce the risk of hiring the wrong person: The goal is
to reduce the risk of hiring the wrong person, which can
be costly and time-consuming to correct.

28. Objectives of Recruitment & Selection
• Improve employee satisfaction: The goal is to improve
employee satisfaction by hiring people who are a good
fit for the organization and the job.
• Create a positive work environment: The goal is to
create a positive work environment by hiring people
who are compatible with the organization's culture and
values.

29. Selection Criteria for Recruitment

30. Recruitment & Selection Importance
• Recruitment and selection is the process of finding and
hiring the right people for a job. It is an important
function in any organization, as the right employees
can make a significant difference in the company's
success.
• There are many reasons why recruitment and selection
is important. Here are some of the most important:

31. Recruitment & Selection Importance

32. Recruitment and Selection Methods
• The specific methods used will vary depending on
the company, the job, and the budget. However,
some of the most common methods include:
• Internal Recruitment: This involves sourcing
candidates from within the company. This can be
done through job postings on the company
intranet, employee referrals, or promotions and
transfers.
• External Recruitment: This involves sourcing
candidates from outside the company. This can
be done through online job boards, recruitment
agencies, or social media.

33. Recruitment and Selection Methods
• Direct advertising: This involves placing advertisements in
newspapers, magazines, or online job boards.
• Employee referrals: This involves asking current employees
to refer their friends or colleagues for open positions.
• Recruitment events: This involves attending job fairs or
hosting company events to attract potential candidates.
• Assessment centers: This involves bringing candidates
together for a series of tests and assessments to assess
their skills, knowledge, and abilities.

34. Recruitment and Selection Methods
• Psychometric tests: These are standardized tests that
measure cognitive abilities, personality traits, or interests.
• Work samples: These are tasks that simulate the job duties
of the position to be filled.
• Interviews: This is a conversation between the candidate
and the hiring manager or other representatives of the
company.

35. Recruitment and Selection Process
• Identify Job Opening:
• Determine the need for a new employee based on organizational
growth, turnover or a newly created position.
• Define the job role, responsibilities, qualifications, skills, and
competencies required for the position.
• Job Posting and Advertising:
• Prepare a job description and job advertisement that accurately
reflects the role's requirements and the organization's culture.
• Post the job opening on the organization's website, job boards,
social media, and other relevant platforms.
• Receive Applications:
• Collect applications from interested candidates through the
designated application channels (e.g., online application forms,
email submissions).