HRM Ch-3

1. Procurement and orientation
of Human Resource
Nature of Job Analysis
I. Job Description
II. Job Specification

2. Job Analysis
 Job Description
• Job title
• Location
• Job summary
• Duties
• Machines, tools, and equipment
• Materials and forms used
• Supervision given or received
• Working conditions
• Hazards

3.  Job Specification
• Education
• Experience
• Training
• Judgement
• Physical effort
• Physical skills

4. • Responsibilities
• Communications skills
• Emotional characteristics
• Unusual sensory demands such as
sight, smell, hearing

5.  Job analysis benefits the organization
in the following ways
• For human resource planning
• For employee hiring
• For training and development
• For performance appraisal
• For salary and wage fixation
• For safety and wealth

6. Process of Job Analysis
Gather
Information
Process
Information
Job
description
Strategic
choices
Job
Specification
 Personnel planning
 Performance Appraisal
 Hiring
 Training and Development
 Job Evaluation and Compensation
 Health and Safety
 Employee Discipline
 Work Scheduling
 Career Planning

7. Strategic Choices
1. Employee involvement
2. The level of details of the analysis
3. Timing and frequency
4. Past-oriented versus future-oriented
5. Sources of job data

8. Information Gathering
 Methods for data collection
• Observation
• Interview
• Questionnaires
• Checklists
• Technical conference
• Diary methods

9.  Person employed to collect data
• Trained job analysts
• Supervisors
• Job incumbents

10.  Types of job analysis information
• Work Activities
• Machines, tools, equipment
• Job context
• Personal requirements

11. Information processing
 Job Description
 Job Specification

12. Purpose of Job Analysis
 Human Resource Planning
 Recruitment and Selection
 Training and Development
 Job Evaluation
 Remuneration
 Performance Appraisal
 Personnel information

13. Methods of Data Collection
 Observation
 It is simple and accurate as direct
observation.
 It is not applicable for skilled workers.
 Interview
 In this method directly interaction is
based with the job holders.
 It is time consuming and complicated to
interview the managers.

14.  Questionnaire
 It contains job title, job title of the job
holders manager or supervisor, Staff
reporting to the job holder, A brief
description of the overall job, A list of the
task or duties of the job holder.
 It can cover aspects such as supervision
received and freedom of taking
decisions, guidance available to solve
problem, difficulty of the task,
qualification and skills required.

15.  Information gathered at short time
 Everyone can participate
 Checklists
 It is useful in large firms
 It is costly
 Technical Conference Method
 It lacks accuracy because job holders are
not involved.

16.  Diary Method
 Time consuming
 Quantitative Techniques
 Position Analysis Questionnaire
 Management Position Description
questionnaire
 Functional job analysis

17.  Position Analysis Questionnaire
Six types of rating scale
Letter identification Type of Rating Scale
U Extent of use
I importance of the job
T Amount of Time
P Possibility of occurrence
A Applicability
S Special code

18.  For the content of the element rating
Rating Importance of the job
N Does not apply
1 Very minor
2 Low
3 Average
4 High
5 Extreme

19.  Management position description
questionnaire
• Product, marketing and financial strategy
planning
• Co-ordination of other organizational
units and personnel
• Products and services responsibility
• Public and customer relations
• Advanced consulting

20. • Autonomy of actions
• Approval of financial commitments
• Staff service
• Supervision
• Complexity and stress
• Advanced financial responsibility
• Broad personnel responsibility

21. Functional Job analysis
 A fundamental distinction should be made
between what has been done and
employees need to do to get things done.
 Jobs are performed in relation to data,
people and things.
 In relations to things, employees draw on
resources, in relation to data, employees
draw on mental resources; and in relation
to people, employees draw on interpersonal
resources.

22.  Although, the behavior of employees
and their tasks can be described in
many ways, only a few functions are
involved. For example while
interacting with machines, employees
feed, tend, operate or set up.
 The levels of difficulty required in
dealing with data, people and things
are hierarchical.

23.  Functional job Analysis
Job analysis and TQM
• Creation of a common company theme
• Creation of customer centric mentality
• Improvement becoming part of the job
• Each function to reassess its purpose
• Improvement becoming a continuous
process
• Communication to improve
• Bureaucracy to be reduced

24.  Potential problems with job analysis
• Support from top management
• Single means and source
• No training or motivation
• Activities may be distorted

25.  Job Design
Job design involves conscious efforts
to organize tasks, duties and
responsibilities into a unit of work to
achieve certain objectives.

26. Job design involves three steps:
• The specification of individual tasks
• The specification of the method of
performing each task
• The combination of tasks into specific
jobs to be assigned to individuals

27.  Work Specialization – Henry Ford
 Volvo
 Poorly designed jobs may lead to
lower productivity, employee
turnover, absenteeism, complaints,
resignation and other problems.

28. Job Design Approaches
 Job Rotation
 Job Engineering
 Job Enlargement
 Job Enrichment
 Socio-technical systems
 Self directed teams

29.  Job Rotation
• Jobs rotation involves moving employees
from job to job to add variety and reduce
boredom.
• Drawbacks are increased training cost,
work is disrupted as jobs rotates and it can
demotivate employees who are will to have
specialization.

30.  Job Engineering
• It focuses on the tasks to be performed,
methods to be used, workflows among
employees, layout the workplace,
performance standards and
interdependencies among people and
machines.
• Leads Specialization.

31.  Job Enlargement
• It refers to the expansion of different
tasks performed by an employee in a
single job.
• An enlarged job can motivate an
individual for five reasons:
I. Task Variety
II. Meaningful work modules
III. Ability utilization
IV. Worker-paced control
V. Performance feedback.

32.  Job Enrichment
• To make the job more challenging,
rewarding and with responsibility like
planning, decision making.
• Example: Ashapura mine chem ltd
Task 1 : Grinding
Task 2 : ordering material

33.  Characteristics of Job Enrichment
• Direct Feedback
• Client relationship
• New learning
• Scheduling own work
• Unique experience
• Control over resources
• Direct communication authority
• Personal accountability

34.  Some cautions about job enrichment
• It is not a substitute for good
management.
• Enriched is a relative term.
• Enriching jobs may create a snow ball
effect.
• It assumes that workers want more
responsibility.
• It may have negative short-run effects

35. • It may become static.
• Participation can affect the
enrichment process.
• Change is difficulty for implement.

36.  Socio technical systems
• It focuses on the social systems
• To create goods valued by shareholder
and customers.

37.  Self Directed teams
• Group of empowered individuals working
together to reach a common goal
• May be organized for long-term or
short-term objectives
• Effective because
• Provide employee empowerment
• Ensure core job characteristics
• Meet individual psychological needs

38.  To maximize effectiveness, managers should
• Ensure those who have legitimate
contributions are on the team
• Provide management support
• Ensure the necessary training
• Endorse clear objectives and goals
• Financial and non-financial rewards
• Many teams have definite life cycles

39. Job desinging
Specialization
Enlargement
Self-directed
teams
Empowerment
Enrichment
Increasing
reliance on
employee’s
contribution
and
increasing
responsibility
accepted by
employee
Job expansion

40. Thank you